Microsoft PowerPoint - 5-day consolidated

A program of the Dale Kietzman UniversityFall, 2012
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Sessions
 Session 1: Fundamental Skills and
Project Planning Readiness
 Session 2: Project Initiation
 Session 3: Project Planning
 Session 4: Project Planning
 Session 5: Project Implementation
and Close

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Road Map:
INTRODUCTION
 Road Map
 Who are we?
 Where are we now?
 Where do we want to go?
 How we are going to get there?

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Road Map:
Who are we?
 Dale Kietzman University
 Founded to honor and serve Jesus Christ:
[Jesus] is the image of the invisible God, the firstborn over all
creation. For by him all things were created: things in heaven
and on earth, visible and invisible, whether thrones or powers
or rulers or authorities; all things were created by him and for
him. He is before all things, and in him all things hold together.
~ Colossians 1:15-17
 Named in honor of Dale Kietzman
 Founding Chancellor
 Christian Elder and Missionary
 Statesman
 Academic
 Entrepreneur

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Road Map:
Who are we?
 Your Lecturer, Midge Crossan

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Road Map:
Who are we?
 Participants:
 Your Names
 Occupations/Professions
 Industry (ies)
 Expectations
 Special issues or needs

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Road Map:
Where are we going?
 Ability to
 Present yourself as a trained PM
 Explain and conduct PMI-recommended PM
principles and practices
 Create and maintain basic PM documentation
 Ready a project for planning
 Plan, schedule and monitor a project end-to-
end

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Road Map:
Where are we going?
 Ability to accumulate PMI Certification
pre-requisite hours of PM experience
 To apply for the PMI PMP, you must have
 a 4-year degree & 4,500 hours leading &
directing projects & 35 hours of PMI-accredited
project management education OR
 a high school diploma & 7,500 hours leading &
directing projects & 35 hours of project
management education.
 This course does not accrue towards the 35
PMI-accredited education hours

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Road Map:
Where are we going?
 You will have the potential of entering into
a profession with unlimited opportunities
for learning new things every day.
 Joyful is the person who finds wisdom the
one who gains understanding. – Proverbs
3:13

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Road Map:
How we are going to get there
 Class ambiance
 Active
 Engaged
 Collaborative
 Professional
 Concrete
 Documenting

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Road Map:
 Participants contributions
 Laptops permitted
 Personal flash drives recommended
 Email addresses required
 Teams -- Rotate Daily Tasks
1. Opening Team: Greetings and Reflection
2. Timekeepers: Watch that clock
3. Closing Team: Evaluations and clean up

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Road Map:
 Class Timing (Timekeeper Team)
 Reflection (Opening Team)
 Follow Up and Focus (Instructor)
 Class Work (Instructor)
 Half Time Break (Timekeeper Team)
 Class Work (Instructor)
 Evaluations and clean up (Closing Team)

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Road Map:
Morning Schedule: 9 a.m. to 1 p.m.
9:00 a.m. Reflection (Opening Team)
9:o5 a.m. Follow Up and Focus (Instructor)
9:15 a.m. Class Work (Instructor)
11:00 a.m. Half Time Break (Timekeeper Team)
12:45 p.m. Evaluations and clean up (Closing Team)
1:00 p.m. Dismissal

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Road Map:
Afternoon Schedule: 1 p.m. to 5 p.m.
1:00 p.m. Reflection (Opening Team)
1:o5 p.m. Follow Up and Focus (Instructor)
3:00 p.m. Half Time Break (Timekeeper Team)
3:15 p.m. Class Work (Instructor)
5:00 p.m. Dismissal

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Road Map:
Evening Schedule: 5 p.m. to 9 p.m.
5:00 p.m. Reflection (Opening Team)
5:o5 p.m. Follow Up and Focus (Instructor)
7:00 p.m. Half Time Break (Timekeeper Team)
7:15 p.m. Class Work (Instructor)
9:00 p.m. Dismissal

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Road Map:
Form and Name Your Teams
Today’s Timekeepers
Today’s Closing Team
Tomorrow’s Opening Team

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Road Map:
 Class Materials
 Handbook
 Evaluation Forms
 What went well
 What could have gone better
 Suggestions
 Questions or Needs

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Session 1:
Fundamental Skills

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Fundamental Skills
 Fundamental Skills
 Ruling Principles
 Critical Skills and Tools
 Repeating Patterns
We will learn and practice these
skills as we proceed throughout the
entire Seminar, starting now …

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Sample Project:
Microenterprise Training Center
You have been assigned project manager on
a project to establish a microenterprise
training center in a nearby area.
Your first task: Are you ready to start
planning the project?

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Before you can plan a project
you need the project:
Primary Stakeholders and
Project-Critical SMEs
Vision
High Level Scope
If these can be obtained via interview with
the project sponsor or owner, you just
document them, complete YOUR Project
Planning Readiness tasks, and go on to
Project Initiation. If not, you must
conduct some meetings ...

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Primary Stakeholders and
Project-Critical SMEs

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 Types of Stakeholders
 Project Sponsor
 (Project Owner)
 Project Manager – this is you

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 Types of Stakeholders
 Project Business Lead
 Subject Matter Experts
 Project Beneficiaries

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 “High Level Stakeholders” are typically:
 Project Sponsor
 (Project Owner)
 Project Manager – this is you
 One or many project-critical Subject
Matter Experts
 How to know who they are? Discuss
with the sponsor or owner.

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 Your first document: Make a
Stakeholders Roster (Tool: MS Excel)
Alpha
List
Name
Given
Name
Full
Name
Phone
Landline
Mobile Email Mailing
Address
Project
Role
Title Expertise

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Vision

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Vision: What will be different
because of this project?

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Mission Vision Goals Objectives
A statement of the
overall purpose of
an organization.
A picture of the
desired or preferred
future.
Broad, long-term
aims that define
accomplishment
of the mission.
Specific, measureable,
achievable, realistic, and
time-constrained
target(s).
Objectives measure the
accomplishment of a
goal over a specified
period of time.
MISSION
describes the
focus or nature of
the organization
as a whole, or a
group or team as
a whole. It isn’t
necessarily
project-specific.
A VISION
statement is how
the future will look
if the organization,
group or team
achieves its
mission.
MISSION feeds
into the
confidence of your
organization or
group, and
generates the
attitude: “We can
do this. We are
called to do this.
We are the best at
it. This is who we
are.”
VISION is a
compelling picture
of what’s coming
and motivates
people to embrace
change as bringing
us closer to that
future. It generates
the attitude: “That
is what should be,
and what will be.”
Broad - A state of
affairs which an
organization or
system wishes to
achieve or obtain.
Narrow - specific actions
needed to close the gap
between the current
realities (As-Is) and the
ideal state (To-Be).
General intentions Precise accomplishments
Intangible Tangible
Abstract Concrete
Cannot be
validated
Can be validated
Project Planning Readiness:
Visioning
In practice, often used interchangeably

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Planning Readiness
You need the primary stakeholders or
high level stakeholders to determine
the project vision and scope.
But before convening a visioning meeting,
you should meet with the project
sponsor and project owner to
determine who should come, who
should facilitate, and how the content
should be organized.

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Critical Skill: Convene and
Conduct a Meeting
 A good agenda format will lead you through the
meeting planning steps, and will easily be
transformed into minutes
 Prepare the agenda in advance and send to the
invitees with a note to let you know if there are
topics they would like to add
 There are many good formats. You will eventually
decide on your favorite.
 PM minutes capture ONLY decisions and action
items.

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Critical Skill: Agendas and
Minutes
 Agenda and Minutes both include:
 The project name
 The meeting organizer (you)
 The meeting date, start time and end time
 The meeting location
 The specific meeting topic
 The concrete meeting objective
 Create a …
 Approve the …
 Identify and assign …
 Compile …

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Minutes
 Agendas are prepared and distributed in
advance when possible
 Agendas should list:
The invited participants
The topics of discussion
For recurring meetings, the first topic is “Minutes to
the last meeting” and you are the facilitator
The facilitator or presenter of each topic
The approximate timing of each topic
May include attachments or links to provide invitees
with background information before the meeting

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Minutes
Minutes should list:
The attending participants
The absent participants
Only final decisions or action items from the meeting
discussions
EVERY ACTION ITEM has a responsible person and due
date
Account for all the topics on the agenda. If something is
not discussed, note: (topic) not discussed, or (topic)
deemed moot, or (topic) tabled for later meeting
Minutes are always distributed to, at minimum, the
attending participants.

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Critical Skill: Convene and
Conduct a Meeting
 Meeting 1: Planning the Vision Meeting
 Your second document: Meeting
Agendas and Minutes

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End TimeStart TimeMeeting ObjectiveMeeting Topic
Meeting LocationMeeting DateMeeting OrganizerProject Name
Meeting Agenda
Invited:
PresenterDescriptionTopicTime
Your second document: Agendas and
Minutes (Tool: MS Word tables)

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Meeting Agenda
Project Name Meeting Organizer Meeting Date Meeting Location
Micro-enterprise
Training Center
Midge Crossan 1 July 2013 Truman Office Building,
Douala, Room 201
Meeting Topic Meeting Objective Start Time End Time
Project Vision Plan the Vision Casting Meeting 10 a.m. 10:30 a.m.
Invited:
Allain Smith, Warren Kling, Wilson Anderson, Midge Crossan
Time Topic Description Presenter
10 Participants Who should we invite Midge
10:10 Presentations What background do the participants
need and who will provide that
Allain
10:20 Where and when Where should the meeting be
conducted
What are good days and dates
Wilson
10:25 Length How much time will it take Midge
 Your second document: Agendas and
Minutes (Tool: MS Word tables)

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Critical Skill
Make the Minutes a Group Product
Your Screen Projection, a Whiteboard
or Flip Charts

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Meeting Minutes
Project Name Meeting Organizer Meeting Date Meeting Location
Micro-enterprise
Training Center
Midge Crossan 1 July 2013 Truman Office Building,
Douala, Room 201
Meeting Topic Meeting Objective Start Time End Time
Project Vision Plan the Vision Casting Meeting 10 a.m. 10:30 a.m.
Present: Allain Smith, Wilson Anderson, Midge Crossan Absent: Warren Kling
Topic Task or Findings Responsible Due Date
Participants Send invitations to Allain, Wilson, Warren, Sheila
White, Jerry Sanderson, Debbie Ong, and Bill
Combs
Midge 2 July 2013
Presentations Draft & submit presentation on statistical findings
of the January 2013 report
Allain 8 July 2013
Presentations Draft & submit presentation on Unicef Micro-
enterprise Survey of March 2012
Warren 8 July 2013
Presentations Review / give feedback on presentations Midge, Allain 10 July 2013
Issue Add to Issues Log: We need an IT expert Midge 2 July 2013
Where and
when
Reserve Conference Room at Palace Hotel for 14
July 2013, 10 a.m. to 4 p.m., include lunch and
refreshments
Shalomar 2 July 2013
Organization Draft and submit agenda for review and feedback Midge 8 July 2013
Organization Review / give feedback on Agenda Allain, Warren 10 July 2013
Organization Compile presentations and agenda, ensure
meeting readiness
Midge 13 July 2013

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Repeating Patterns
NEXT AGENDA
topic #1:
“Minutes to the
last meeting”
MINUTES /
ACTION ITEMS 
AGENDA 
Open items from
“Minutes to the
last meeting”

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Meeting 2: The Vision Meeting
 Objective is to establish a Project Vision
 Participants should be stakeholders as
well as interested executives or
corporate planners
 These can take from 1 hour to a day
Continued

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Meeting 2: The Vision Meeting
(continued)
 Visioning agendas usually include:
 Introductions
 Presentations:
 Training: What is a vision
 Background Information
 Sponsors and Project Owner Statements
 Brainstorming: What is the Vision

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Critical Skill
Convene and Conduct a
Brainstorming Session
Train your team:
What is a vision?
Discussion Ground Rules

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Critical Skill
Suggested Ground Rules for Brainstorming
Sessions

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Critical Skill
Simple Visioning Approach
 Step 1: Define the current, target “As Is”
condition.
 Step 2: Define the desired “To Be”
condition.
 Step 3: If necessary, scale the To Be
condition down to a set of conditions to
address in this project
 IMPORTANT SAFETY TIP: Keep ALL of
this information as it will be needed for
the charter.

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Visioning Exercise: Whiteboard or Flip Charts

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Critical Skills
Train Your Team about …The Parking Lot
 Used to move past
 Irrelevant Information or Discussions
 Relevant but untimely
 Relevant but not within team’s control
 Circular discussions
 Relevant but completely off topic for THIS
meeting
 Conflicts

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Critical Skills
Train Your Team about … The Parking Lot
 You will take all Parking Lot items and
post them in the appropriate document
for later attention.
 Examples: You will move …
 Irrelevant Information or Discussion = ?
 Relevant but untimely = ?
continued

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Critical Skills
Continued
Train Your Team about …The Parking Lot
 You will move Parking Lot items …
 Relevant but not within team’s control = ?
 Circular discussions = ?
 Relevant but completely off topic for THIS
meeting = ?
 Conflicts = ?

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 Your third document: Make an Issues Log
ID
No
Add
Date
Type
Code
Description Proposed
Action
Responsible
Person
Due
Date
Status
Based on information
that went to the
Parking Lot, what
“Type Codes” would
you suggest?

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Visioning Exercise
This Project’s Vision is:

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Ruling Principles
Think: Step by Step
Orderly and Deliberate
Always Documenting
Always a Concrete Deliverable

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High Level Scope
What’s IN?
What’s OUT?

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Ruling Principles
Extrapolate the Scope from the Vision
• Possible Size or Magnitude
• Probable Resources
• General Timeframe
This Project’s Vision is:

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Ruling Principles
High
Level
Scope
General Timeframe
The Triple Constraint

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Ruling Principle
The Triple Constraint
 The Triple Constraint is not your fault
 The Triple Constraint is your best friend

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Ruling Principles
 Ruling Principle: Documentation
If it isn’t written down it’s not in the project.
Never count on someone else to write it down.
Always have something to write on.
Train your team members to write it down.

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Critical Skill
 Create and Maintain that Documentation
 Working Documents
 Governing Documents

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PROJECT MANAGEMENT DOCUMENTATION
PROJECT PHASES
GOVERNING ONGOING, WORKING
1 Stakeholders Roster
Project Planning
Readiness
2 Agendas, Minutes
3
Logs (separate or consolidated):
Issues / Parking Lot
Assumptions
Risks and Opportunities
4
Vision and High Level
Scope Statement
5 Charter* Initiation
6 Work Breakdown
Planning
7 Analyses, Matrices
8 Project Schedule
9 Budget
10 Status Reports plus all of the above Implementation
11
Reconciliations and
Responsibility Transfer Closure
12 Learnings

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Before you can plan a project …
 You need:
 Stakeholders
 Documented, approved Vision
 Documented, approved Scope
 Stakeholders roster
 Issues Log
 Assumptions Log
 Risks and Opportunities Log
 Agendas and Minutes approach
Separate or
integrated:
PMs
prerogative

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Project Ready for Planning!

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Check Tomorrow’s Assignments
 Opening Team: Reflection
 Timekeepers
 Closing Team: Evaluations and clean up
Appreciation
Today’s Teams
 Timekeepers
 Closing Team: Evaluations and clean up

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Closing Team
Distribute and Collect Session
Evaluations
 What went well
 What could have gone better
 Suggestions
 Questions or Needs

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