This document provides tips for onboarding new team members onto a project. It discusses identifying stakeholders, explaining the importance and goals of the project, setting expectations, introducing new members to the team, and using checklists to create a repeatable onboarding process. The goal is to get new members engaged and contributing quickly by providing structure and establishing common understanding from the beginning.
This document discusses leadership in project management and insights from neuroscience. It aims to explore why leadership is needed, what leadership is, and how it differs from management. Additionally, it discusses what neuroscience can teach about delivering projects and aligning individual desires with organizational goals. The document provides a model called SCARF that identifies 5 domains important to the human brain - status, certainty, autonomy, relatedness, and fairness. This model can be applied to gain self-awareness, control one's behaviors, be aware of others, and identify how to achieve objectives without threatening survival motives. Leaders are encouraged to identify behaviors affecting their projects, determine the underlying SCARF domains, and change their own behaviors to better address these domains and improve
This presentation was given by Donnie MacNicol and Guy Giffin at the joint APM / RICS conference on project leadership held in London on 25th February 2014.
Designing a new end-to-end grant experience from ground up, from outside in.
In November 2014, SG Enable started a design sprint project with Outsprint to envision a new end-to-end experience for their new grant. This project tapped on human-centered design tools and techniques to help SG Enable better understand the needs and challenges faced by grant applicants, grant makers and other partners. This report captures the findings and ideas generated from the project.
SG Enable | SG Enable is an agency dedicated to enabling persons with disabilities.
https://www.sgenable.sg/
Outsprint | The fastest way to innovate public policy & social services.
http://outsprint.io
New team leaders should focus first on building relationships within the team and establishing clear norms, goals, and expectations. Leaders should get to know team members, explain their values and vision, make processes and expectations clear, set or clarify goals with input, and over-communicate in the early days. Case studies demonstrate how over-communicating norms and processes helped address issues on one team, while off-site team building and continued social connections benefited another virtual team.
2013 OVCN INNOVATION & ACTION! Conference
'If Demonstrating Impact Seems Boring, You're Doing it Wrong' facilitated by Andrew Taylor of Taylor Newberry Consulting Inc.
http://taylornewberry.ca/
#OVCNaction
This document discusses optimizing video conferencing solutions for meetings with onsite and remote participants. It argues that while video conferencing is useful for connecting remote workers, it is not well-suited for collaboration in meetings. Specifically, using video conferencing for in-room meetings is inefficient and limits collaboration compared to technologies designed for sharing content and collaborating. It recommends that organizations invest more in collaboration technologies and integrate them with video conferencing to better serve all meeting participants.
How to turn your boring event into a TED like experience.azards
Not only do you not want to attend or exhibit, but you have no idea why you’re even going in the first place. Is it the motivational speaker who has nothing to do with your industry? The bad entertainment? The educational tracks that are really just vendor sales pitches? Nothing worth your time as usual.
If you’re lucky, you meet up with an old acquaintance and catch up on the status of your industry. About one hour of actual useful time over a 2 day event.
What if you could take that one valuable hour and extend it across the entire three days?
You can.
Vision Mission People Process Systems_Introduction onlyFred Beck MBA, CPA
This document provides a framework for completing a visioning process through four segments: defining values, vision, and mission; assessing the current state; reviewing corporate architecture; and creating documents to bridge the current and future states. While the full process provides the most value, segments can also be completed independently or in shorter timeframes. The exercises have no right or wrong answers and are meant to create a complete view of the organization by considering how people, processes, and technology interact. A complete assessment reviews all tangible and intangible issues to understand these relationships and begin creating a high-performance organization through an empowering environment and supportive relationships.
This document discusses leadership in project management and insights from neuroscience. It aims to explore why leadership is needed, what leadership is, and how it differs from management. Additionally, it discusses what neuroscience can teach about delivering projects and aligning individual desires with organizational goals. The document provides a model called SCARF that identifies 5 domains important to the human brain - status, certainty, autonomy, relatedness, and fairness. This model can be applied to gain self-awareness, control one's behaviors, be aware of others, and identify how to achieve objectives without threatening survival motives. Leaders are encouraged to identify behaviors affecting their projects, determine the underlying SCARF domains, and change their own behaviors to better address these domains and improve
This presentation was given by Donnie MacNicol and Guy Giffin at the joint APM / RICS conference on project leadership held in London on 25th February 2014.
Designing a new end-to-end grant experience from ground up, from outside in.
In November 2014, SG Enable started a design sprint project with Outsprint to envision a new end-to-end experience for their new grant. This project tapped on human-centered design tools and techniques to help SG Enable better understand the needs and challenges faced by grant applicants, grant makers and other partners. This report captures the findings and ideas generated from the project.
SG Enable | SG Enable is an agency dedicated to enabling persons with disabilities.
https://www.sgenable.sg/
Outsprint | The fastest way to innovate public policy & social services.
http://outsprint.io
New team leaders should focus first on building relationships within the team and establishing clear norms, goals, and expectations. Leaders should get to know team members, explain their values and vision, make processes and expectations clear, set or clarify goals with input, and over-communicate in the early days. Case studies demonstrate how over-communicating norms and processes helped address issues on one team, while off-site team building and continued social connections benefited another virtual team.
2013 OVCN INNOVATION & ACTION! Conference
'If Demonstrating Impact Seems Boring, You're Doing it Wrong' facilitated by Andrew Taylor of Taylor Newberry Consulting Inc.
http://taylornewberry.ca/
#OVCNaction
This document discusses optimizing video conferencing solutions for meetings with onsite and remote participants. It argues that while video conferencing is useful for connecting remote workers, it is not well-suited for collaboration in meetings. Specifically, using video conferencing for in-room meetings is inefficient and limits collaboration compared to technologies designed for sharing content and collaborating. It recommends that organizations invest more in collaboration technologies and integrate them with video conferencing to better serve all meeting participants.
How to turn your boring event into a TED like experience.azards
Not only do you not want to attend or exhibit, but you have no idea why you’re even going in the first place. Is it the motivational speaker who has nothing to do with your industry? The bad entertainment? The educational tracks that are really just vendor sales pitches? Nothing worth your time as usual.
If you’re lucky, you meet up with an old acquaintance and catch up on the status of your industry. About one hour of actual useful time over a 2 day event.
What if you could take that one valuable hour and extend it across the entire three days?
You can.
Vision Mission People Process Systems_Introduction onlyFred Beck MBA, CPA
This document provides a framework for completing a visioning process through four segments: defining values, vision, and mission; assessing the current state; reviewing corporate architecture; and creating documents to bridge the current and future states. While the full process provides the most value, segments can also be completed independently or in shorter timeframes. The exercises have no right or wrong answers and are meant to create a complete view of the organization by considering how people, processes, and technology interact. A complete assessment reviews all tangible and intangible issues to understand these relationships and begin creating a high-performance organization through an empowering environment and supportive relationships.
Avoid a redesign train wreck: Get your content from point A to BLynn Winter
When redesigning your Drupal website, one of the most important things to consider is content. And while we all dream of large budgets and lots of time to invest in a fancy process, sometimes it’s just about getting from point A to point B.
With any content strategy plan, there are key points where your team might breakdown or derail on your way to your final destination — launch. This talk will focus on addressing these potential problem areas, offering up tools, tips, and documents that can help at each stage.
Workshops, meetings and seminars drive momentum in a change project. Even more so, if they are facilitated skilfully.
Workshops, meetings and seminars are held to create ownership of required changes – and ensure buy-in from managers, employees or customers. Most organisations involve a facilitator to make sure that this happens.
To qualify as an excellent facilitator, you not only need to manage the meeting; you also need to help the group achieve specific results – without taking a stand or becoming involved in their practical work. The facilitator is the catalyst that drives the session to an effective result. This calls for an astute awareness of setting, purpose and the people involved.
Achieve More With Less: Efficiencies and Values of Strategic InsourcingHuman Capital Media
In today’s business environment, expectations are trending up while learning budgets are trending down. So how can L&D professionals find ways to achieve more with less? Learn from a groundbreaking benchmark study how strategic insourcing can be one of the more effective resourcing approaches to reach your corporate learning objectives.
This recent HCM Advisory Group study explored whether strategic insourcing can serve as a strategy to more effectively allocate resources to L&D projects and initiatives. Flexible human capital resource models such as strategic insourcing appear to deliver high quality results in a very cost effective manner.
The study is the result of an in-depth market analysis on the topic which employed focus groups and surveys of senior learning and development professionals.
What you will learn:
What strategic insourcing is, and how it can support your departmental objectives
The benefits and values of flexible human capital models such as strategic insourcing
Where and how they can be most effectively applied
The economic impact of strategic insourcing
Insights into trends/adoption of the model by L&D practitioners
How this resourcing model aligns with the demands and requirements of the workforce of the future
Then, Now, Next: Evolution of the Design Business – Bucharest Tech Week 2018Josh Silverman
In this talk for Bucharest Tech Week, I look at three distinct eras of the practice of design, talked about how teams have organized or (re)configured in each era, and unpack the benefits and opportunities within each.
This document discusses project leadership and the transition from project management to project leadership. It contains essays from 40 project management experts sharing leadership secrets that impacted enterprise projects. Some key points discussed include:
- The need for project leaders to communicate effectively with senior management and stakeholders.
- How enabling organizational change on an enterprise scale requires buy-in from a wide range of staff.
- The importance of effective communication among team members and stakeholders.
10 Interactive Ideas to Improve Your Company MeetingsSlido
In this guide, you will find 10 inspiring ideas for how Slido can help you run more engaging all-hands meetings, accelerate learning at your training sessions and involve your remote teams in the conversation.
Learn more about Slido at https://www.slido.com
For more inspiration on running effective meetings, go to https://blog.sli.do/
This document provides advice from Steve Van Ingen on effectively leading project teams. It discusses the importance of:
- Keeping your eye on the critical success factors and project drivers
- Eliminating communication failures through clear, appropriate communication
- Actively listening to leverage the expertise of team members
- Setting and monitoring goals for the team and individuals
- Taking responsibility for failures while attributing successes to the team
- Developing a comprehensive execution plan and taking ownership of it
- Choosing a positive attitude and pumping up the team
The document emphasizes clear focus, effective communication, respecting team members, accountability, planning, and maintaining a positive outlook.
How to Run Remote Meetings That Don’t Suck QuekelsBaro
Learn how to ensure your meetings remote don't suck. Andre Pinantoan, Head of Growth at AI a coaching startup is here to help you optimize your meetings.
Improve Your Library: Using the 5 Phases of Project Management (February 2017)ALATechSource
The document discusses improving a library using the 5 phases of project management. It begins by introducing the phases of project management and some common terminology. It then focuses on the planning phase, which has two parts - initiation and planning & design. Initiation involves assessing needs, resources, stakeholders and risks to create a project charter. Planning & design further develops the plan, including defining the scope, deliverables, work breakdown structure, budget, timeline and risks. The document provides examples and templates to help effectively plan a project from start to finish.
Paul Bamforth, UK Country Manager, Projectplace, presented a webinar on 7th October addressing how organisations can use digital technologies to increase collaborative working. He focussed on Lean and Agile methodologies.
The document discusses change management and knowledge management initiatives. It covers various change management models including top-down, capacity-building, and strategic models. It also discusses the importance of managing the human side of change and transitions. Key aspects of successful change management highlighted include communication, addressing what is ending and the neutral zone, and celebrating short-term wins. The last part applies an eight stage change management model to implementing a knowledge management initiative in a law firm.
Decision-making poker is a tool for portfolio management that uses a scoring model to capture the collective intelligence of multiple perspectives on potential projects. It involves dividing participants into small groups to discuss and score one-page stories for various projects based on key factors like strategic alignment, team energy, customer value, and assumptions. The groups then discuss their scores and priorities to generate an agreed-upon ranked list. This list provides input into the actual project execution order. By involving employees in scoring and discussion, decision-making poker aims to improve strategic alignment, energize participants, and speed up decision-making and innovation diffusion.
This document discusses project management and its key components. It defines a project as a temporary group activity with a defined beginning and end, aimed at creating a unique product or service. Project management involves carefully planning and leading a team to define, plan, execute, and close a project on time and on budget. The four main stages of the project life cycle are the defining, planning, executing, and closing stages. Planning is important for guiding the team, scheduling work, and anticipating risks. Executing plans precisely is important to avoid issues with the triple constraints of cost, time, and scope. Strong leadership is needed to motivate the team and ensure successful project delivery and closure.
The document discusses introducing a new business model and portfolio anatomy tool for a struggling surfing brand. It proposes focusing the brand exclusively on surfers by offering a board shipping service and renting dynamic warehouse space. A portfolio anatomy would help visualize the relationships between projects like transitioning suppliers, integrating warehouses, launching new services and IT system updates needed to implement the changes. Breaking dependencies and adopting shorter iteration cycles could help explore opportunities and adapt the portfolio to improve flexibility.
Nine keys to successful delegation in project managementNirtiSingla
The document outlines nine keys to successful delegation in project management. It states that delegation is crucial for project managers but many are afraid to delegate as they fear work won't get done properly. However, delegation is important to allow division of labor and increased efficiency. The nine keys include being specific in tasks, setting realistic deadlines, providing all necessary information, being available for questions, delegating oversight if overwhelmed, allowing creative freedom after delegating, establishing a progress reporting system, keeping detailed logs, and providing praise and feedback. Following these keys allows for proper delegation and collaboration to emerge, guiding projects to successful completion without needing micro-management.
The document discusses key characteristics of an effective idea process in an innovative environment. It outlines that ideas should be encouraged, submitting ideas should be simple, evaluation and feedback should be quick and constructive, and implementation and recognition should be rapid. It also notes that the process and people's ideas should be regularly reviewed to improve the system over time. The document provides examples of guerrilla tactics that individuals can take to encourage ideas from employees without managerial approval, such as giving attention to first ideas, making personal commitments, and helping people develop their ideas.
The document provides guidance on an "Audition Hiring" process used by a Technology team to make hiring decisions. The process involves candidates participating in a series of stages including a pre-screen, screen, pre-audition, and audition day. The audition day involves candidates spending a full day working alongside team members to demonstrate their skills and determine cultural fit. Key aspects of the process include forming an "audition pool" of team members to evaluate candidates, scheduling checkpoints for candidiate assessments, and preparing candidates for the audition day experience. The goals are to make well-informed, team-aligned hiring decisions and provide transparency for both candidates and the team.
The six step guide to practical project managementMindGenius
The six step guide to practical project management
If you think managing projects is too difficult, think again.
We’ve stripped back project management processes to the
basics – to make it quicker and easier, without sacrificing
the vital ingredients for success.
“If you’re looking for some real-world guidance, then The Six Step Guide to Practical Project Management will help.”
Dr Andrew Makar, Tactical Project Management
Your HR project to develop a centralized model of deliveri.docxdanhaley45372
Your HR project to develop a centralized model of delivering HR services has progressed through very critical stages of the project thus far. It is now time to present actionable, decision-making information to project leaders. This can be best accomplished when projects have been successfully managed, devoid of any major risks, and have been properly closed out and finalized.
Write a five to six (5-6) page paper in which you:
1. Explain what it means to successfully direct and manage project work and identify and discuss 3-4 strategies you might use to manage and sustain progress in your HR project. Be specific.
2. Identify and discuss a minimum of 3 strategies that could be used to address and resolve any risks within the control of the project. HINT: See Exhibit 14.5 in the textbook. Is any one of the strategies you selected more important than the others? Why?
Exhibit 14.5
RISK EVENT RESOLUTION STRATEGIES RISKS WITHIN PROJECT CONTROL
Understand and control WBS
Closely monitor and control activity progress
Closely manage all project changes
Document all change requests
Increase overtime to stay on schedule
Isolate problems and reschedule other activities
Research challenging issues early
RISKS PARTIALLY WITHIN PROJECT CONTROL
Establish limits to customer expectations
Build relationships by understanding project from client’s perspective
Use honesty in managing client expectations
Work with client to reprioritize cost, schedule, scope, and/or quality
Carefully escalate problems
Build team commitment and enthusiasm
RISKS OUTSIDE PROJECT CONTROL
Understand project context and environment
Actively monitor project environment
Understand willingness or reluctance of stakeholders to agree to changes
3. Describe 2-3 actions a project manager may take as they begin to close out the project. Be sure to justify using the actions you discuss.
4. Review Project Management in Action: The Power of Lessons Learned (pages 518-520 in the textbook) and provide an overview to the project team on the significance of the information. Be specific.
Pg 518-520 from book
PROJECT MANAGEMENT IN ACTION The Power of Lessons Learned Projects are discrete. They have a beginning and an end, at which time the project team disbands and moves on to other things. Despite the fact there has inevitably been significant tacit learning during the project, there is often only a limited capture of this into a sharable form for future reuse. Too often, as the project team dissolves, the learning fades into the memories of individuals minds. This makes it extremely difficult for others to benefit in the future from the insights learned. The usual excuses for this loss echoing through the corridors include just too hard, not enough time, team disbanded before we had the chance, and many more. The key error here is the incorrect assumption that learning during or from projects is an added bonus or a nice- to-have luxury. This is not the case in best.
Avoid a redesign train wreck: Get your content from point A to BLynn Winter
When redesigning your Drupal website, one of the most important things to consider is content. And while we all dream of large budgets and lots of time to invest in a fancy process, sometimes it’s just about getting from point A to point B.
With any content strategy plan, there are key points where your team might breakdown or derail on your way to your final destination — launch. This talk will focus on addressing these potential problem areas, offering up tools, tips, and documents that can help at each stage.
Workshops, meetings and seminars drive momentum in a change project. Even more so, if they are facilitated skilfully.
Workshops, meetings and seminars are held to create ownership of required changes – and ensure buy-in from managers, employees or customers. Most organisations involve a facilitator to make sure that this happens.
To qualify as an excellent facilitator, you not only need to manage the meeting; you also need to help the group achieve specific results – without taking a stand or becoming involved in their practical work. The facilitator is the catalyst that drives the session to an effective result. This calls for an astute awareness of setting, purpose and the people involved.
Achieve More With Less: Efficiencies and Values of Strategic InsourcingHuman Capital Media
In today’s business environment, expectations are trending up while learning budgets are trending down. So how can L&D professionals find ways to achieve more with less? Learn from a groundbreaking benchmark study how strategic insourcing can be one of the more effective resourcing approaches to reach your corporate learning objectives.
This recent HCM Advisory Group study explored whether strategic insourcing can serve as a strategy to more effectively allocate resources to L&D projects and initiatives. Flexible human capital resource models such as strategic insourcing appear to deliver high quality results in a very cost effective manner.
The study is the result of an in-depth market analysis on the topic which employed focus groups and surveys of senior learning and development professionals.
What you will learn:
What strategic insourcing is, and how it can support your departmental objectives
The benefits and values of flexible human capital models such as strategic insourcing
Where and how they can be most effectively applied
The economic impact of strategic insourcing
Insights into trends/adoption of the model by L&D practitioners
How this resourcing model aligns with the demands and requirements of the workforce of the future
Then, Now, Next: Evolution of the Design Business – Bucharest Tech Week 2018Josh Silverman
In this talk for Bucharest Tech Week, I look at three distinct eras of the practice of design, talked about how teams have organized or (re)configured in each era, and unpack the benefits and opportunities within each.
This document discusses project leadership and the transition from project management to project leadership. It contains essays from 40 project management experts sharing leadership secrets that impacted enterprise projects. Some key points discussed include:
- The need for project leaders to communicate effectively with senior management and stakeholders.
- How enabling organizational change on an enterprise scale requires buy-in from a wide range of staff.
- The importance of effective communication among team members and stakeholders.
10 Interactive Ideas to Improve Your Company MeetingsSlido
In this guide, you will find 10 inspiring ideas for how Slido can help you run more engaging all-hands meetings, accelerate learning at your training sessions and involve your remote teams in the conversation.
Learn more about Slido at https://www.slido.com
For more inspiration on running effective meetings, go to https://blog.sli.do/
This document provides advice from Steve Van Ingen on effectively leading project teams. It discusses the importance of:
- Keeping your eye on the critical success factors and project drivers
- Eliminating communication failures through clear, appropriate communication
- Actively listening to leverage the expertise of team members
- Setting and monitoring goals for the team and individuals
- Taking responsibility for failures while attributing successes to the team
- Developing a comprehensive execution plan and taking ownership of it
- Choosing a positive attitude and pumping up the team
The document emphasizes clear focus, effective communication, respecting team members, accountability, planning, and maintaining a positive outlook.
How to Run Remote Meetings That Don’t Suck QuekelsBaro
Learn how to ensure your meetings remote don't suck. Andre Pinantoan, Head of Growth at AI a coaching startup is here to help you optimize your meetings.
Improve Your Library: Using the 5 Phases of Project Management (February 2017)ALATechSource
The document discusses improving a library using the 5 phases of project management. It begins by introducing the phases of project management and some common terminology. It then focuses on the planning phase, which has two parts - initiation and planning & design. Initiation involves assessing needs, resources, stakeholders and risks to create a project charter. Planning & design further develops the plan, including defining the scope, deliverables, work breakdown structure, budget, timeline and risks. The document provides examples and templates to help effectively plan a project from start to finish.
Paul Bamforth, UK Country Manager, Projectplace, presented a webinar on 7th October addressing how organisations can use digital technologies to increase collaborative working. He focussed on Lean and Agile methodologies.
The document discusses change management and knowledge management initiatives. It covers various change management models including top-down, capacity-building, and strategic models. It also discusses the importance of managing the human side of change and transitions. Key aspects of successful change management highlighted include communication, addressing what is ending and the neutral zone, and celebrating short-term wins. The last part applies an eight stage change management model to implementing a knowledge management initiative in a law firm.
Decision-making poker is a tool for portfolio management that uses a scoring model to capture the collective intelligence of multiple perspectives on potential projects. It involves dividing participants into small groups to discuss and score one-page stories for various projects based on key factors like strategic alignment, team energy, customer value, and assumptions. The groups then discuss their scores and priorities to generate an agreed-upon ranked list. This list provides input into the actual project execution order. By involving employees in scoring and discussion, decision-making poker aims to improve strategic alignment, energize participants, and speed up decision-making and innovation diffusion.
This document discusses project management and its key components. It defines a project as a temporary group activity with a defined beginning and end, aimed at creating a unique product or service. Project management involves carefully planning and leading a team to define, plan, execute, and close a project on time and on budget. The four main stages of the project life cycle are the defining, planning, executing, and closing stages. Planning is important for guiding the team, scheduling work, and anticipating risks. Executing plans precisely is important to avoid issues with the triple constraints of cost, time, and scope. Strong leadership is needed to motivate the team and ensure successful project delivery and closure.
The document discusses introducing a new business model and portfolio anatomy tool for a struggling surfing brand. It proposes focusing the brand exclusively on surfers by offering a board shipping service and renting dynamic warehouse space. A portfolio anatomy would help visualize the relationships between projects like transitioning suppliers, integrating warehouses, launching new services and IT system updates needed to implement the changes. Breaking dependencies and adopting shorter iteration cycles could help explore opportunities and adapt the portfolio to improve flexibility.
Nine keys to successful delegation in project managementNirtiSingla
The document outlines nine keys to successful delegation in project management. It states that delegation is crucial for project managers but many are afraid to delegate as they fear work won't get done properly. However, delegation is important to allow division of labor and increased efficiency. The nine keys include being specific in tasks, setting realistic deadlines, providing all necessary information, being available for questions, delegating oversight if overwhelmed, allowing creative freedom after delegating, establishing a progress reporting system, keeping detailed logs, and providing praise and feedback. Following these keys allows for proper delegation and collaboration to emerge, guiding projects to successful completion without needing micro-management.
The document discusses key characteristics of an effective idea process in an innovative environment. It outlines that ideas should be encouraged, submitting ideas should be simple, evaluation and feedback should be quick and constructive, and implementation and recognition should be rapid. It also notes that the process and people's ideas should be regularly reviewed to improve the system over time. The document provides examples of guerrilla tactics that individuals can take to encourage ideas from employees without managerial approval, such as giving attention to first ideas, making personal commitments, and helping people develop their ideas.
The document provides guidance on an "Audition Hiring" process used by a Technology team to make hiring decisions. The process involves candidates participating in a series of stages including a pre-screen, screen, pre-audition, and audition day. The audition day involves candidates spending a full day working alongside team members to demonstrate their skills and determine cultural fit. Key aspects of the process include forming an "audition pool" of team members to evaluate candidates, scheduling checkpoints for candidiate assessments, and preparing candidates for the audition day experience. The goals are to make well-informed, team-aligned hiring decisions and provide transparency for both candidates and the team.
The six step guide to practical project managementMindGenius
The six step guide to practical project management
If you think managing projects is too difficult, think again.
We’ve stripped back project management processes to the
basics – to make it quicker and easier, without sacrificing
the vital ingredients for success.
“If you’re looking for some real-world guidance, then The Six Step Guide to Practical Project Management will help.”
Dr Andrew Makar, Tactical Project Management
Your HR project to develop a centralized model of deliveri.docxdanhaley45372
Your HR project to develop a centralized model of delivering HR services has progressed through very critical stages of the project thus far. It is now time to present actionable, decision-making information to project leaders. This can be best accomplished when projects have been successfully managed, devoid of any major risks, and have been properly closed out and finalized.
Write a five to six (5-6) page paper in which you:
1. Explain what it means to successfully direct and manage project work and identify and discuss 3-4 strategies you might use to manage and sustain progress in your HR project. Be specific.
2. Identify and discuss a minimum of 3 strategies that could be used to address and resolve any risks within the control of the project. HINT: See Exhibit 14.5 in the textbook. Is any one of the strategies you selected more important than the others? Why?
Exhibit 14.5
RISK EVENT RESOLUTION STRATEGIES RISKS WITHIN PROJECT CONTROL
Understand and control WBS
Closely monitor and control activity progress
Closely manage all project changes
Document all change requests
Increase overtime to stay on schedule
Isolate problems and reschedule other activities
Research challenging issues early
RISKS PARTIALLY WITHIN PROJECT CONTROL
Establish limits to customer expectations
Build relationships by understanding project from client’s perspective
Use honesty in managing client expectations
Work with client to reprioritize cost, schedule, scope, and/or quality
Carefully escalate problems
Build team commitment and enthusiasm
RISKS OUTSIDE PROJECT CONTROL
Understand project context and environment
Actively monitor project environment
Understand willingness or reluctance of stakeholders to agree to changes
3. Describe 2-3 actions a project manager may take as they begin to close out the project. Be sure to justify using the actions you discuss.
4. Review Project Management in Action: The Power of Lessons Learned (pages 518-520 in the textbook) and provide an overview to the project team on the significance of the information. Be specific.
Pg 518-520 from book
PROJECT MANAGEMENT IN ACTION The Power of Lessons Learned Projects are discrete. They have a beginning and an end, at which time the project team disbands and moves on to other things. Despite the fact there has inevitably been significant tacit learning during the project, there is often only a limited capture of this into a sharable form for future reuse. Too often, as the project team dissolves, the learning fades into the memories of individuals minds. This makes it extremely difficult for others to benefit in the future from the insights learned. The usual excuses for this loss echoing through the corridors include just too hard, not enough time, team disbanded before we had the chance, and many more. The key error here is the incorrect assumption that learning during or from projects is an added bonus or a nice- to-have luxury. This is not the case in best.
Organizational Change Management: Game Changer or Flavor of the day?Deepak Babbar
This abstract reflects some of the practical challenges organizations undergoing business and information technology (IT) transformations face in today’s rapidly changing environment. When organizations embark on these large-scale initiatives, increasingly they are adding organizational change management (OCM) to the mix. This is, perhaps, an acknowledgement that previous initiatives have not met the mark because the people side of change was underestimated or not factored in.
This document outlines an eight-step process for defining a tech project vision:
1. Identify internal stakeholders and form a working group.
2. Determine organizational goals for the project, such as increased efficiency.
3. Identify key audiences and their goals for the project.
4. Consider constraints like budget, timeframe, and existing technology.
5. Get buy-in on the vision from all stakeholders. Then the project can move forward with a shared understanding and a plan.
What is the future for Project leadership? - APM Project ArticleDonnie MacNicol
Donnie MacNicol is director of Team Animation Ltd. He is sought after for his expertise on the leadership and organisational aspects of deploying and leveraging business benefit from project, programme and portfolio management. Here he discusses some key areas of focus for project leaders.
This document contains tips and questions for managing projects effectively from the book "Project Management for Dummies". It discusses 10 questions project managers should ask, including the purpose of the project, who needs to be involved, what results will be produced, and what constraints and assumptions exist. It also provides 10 tips for project managers, such as thinking about the big picture, assuming cautiously, viewing people as allies, acknowledging good performance, and being both a manager and a leader. The source is from a book for a class project between a teacher and student.
5 ways to supercharge your transformation projects and keep people on your sideAbdul Ghani
1. Effective communication is key to supercharging transformation projects and keeping people on board. Leaders should clearly explain the current situation, the vision for the future, and each person's role in the transformation.
2. Projects also benefit from removing ambiguity by being precise about what needs to be done and how changes will be implemented, including providing training.
3. Anticipating and directly addressing resistance, such as by involving resisters in leading the changes, can further help drive projects forward. Regular two-way communication and listening to feedback is important.
4. Using a structured process like PDSA can provide an organized set of activities to deliver the right solutions and increase buy-in from stakeholders.
Mentoring New Employees The Secret To Reduced Churn.pdfKashish Trivedi
Mentors are responsible for offering a support base for the new hire to get settled in their role quicker. These mentors use their past experiences to offer sound guidance, helping build the new employee’s confidence and skills from the get-go.
Mentoring new employees happens during onboarding, but how can you make the most of it? In this Process Street post, I’m taking you through the mentoring program and how it can be your secret weapon to reduce new hire churn.
This document summarizes a panel discussion on project management. Some key points made:
- Project managers should provide opportunities for employees to grow their skills and abilities. Managing people is a major challenge.
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White Paper: Onboarding New Technology TalentACTIVE Network
Assimilating a new hire, motivating him or her to do their best work over the long-term, then keeping the person as an
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2) Planning and conducting the project which involves developing tools and techniques, carrying out activities over multiple stages, and working with community members and leaders.
3) Analyzing observations and conclusions and writing a project report to document the process and findings.
The role of the project counselor and field guide is also emphasized as resources to help students with various stages of their project from topic
This document provides guidance for students on completing a project as part of their coursework. It discusses the importance of projects for developing skills and experience. It outlines the key steps and procedures for project work, including:
1) Preparing a project proposal by selecting a theme, target group, location, and approach. The proposal should be approved by a project counselor.
2) Planning and conducting the project by developing a detailed work plan, using appropriate tools and techniques, and getting input from community members and leaders.
3) Analyzing observations and results and writing a project report to summarize the work.
4) The roles of the project counselor and field guide are to provide guidance and help at
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Project Onboarding Hacks for a Successful Project Launch
1. 1/11
April 8, 2021
Project Onboarding Hacks for a Successful Project
Launch
process.st/project-onboarding
Molly Stovold
April 8, 2021
This is a guest post by Elizabeth Harrin, who runs the GirlsGuideToPM blog. She’s an
author and mentor who loves demystifying project management, cats, and growing
vegetables.
Your boss hands you a new project to run and mentions that some people are already lined
up to help get it done. Great, you think. So, you call the first one on the list, but they don’t
really know anything about the project, beyond the fact they’ve been ‘volunteered’ by their
team leader.
This is where you switch into onboarding mode.
2. 2/11
As a project manager, one of the first things to do is get the project team together. You need
to build a team that has a common goal and that knows how the work is going to get done.
That doesn’t happen overnight but you can certainly influence the speed (and willingness) of
people to get involved with your project if you introduce them to the work in a structured
way.
In this article, I’ll share my top tips for onboarding new people to a project team. I’ll also
draw on the experience of other practicing project managers who have shared their stories so
you can quickly get your projects off the ground with a team that knows what to do. To
jump to a specific section click the link below.
Alternatively, just keep scrolling. ڀ
The stakeholder life cycle
3. 3/11
(Source)
Project managers think about projects as having a life cycle. The project kicks off, the work is
done, the project is closed. The involvement of people within a project follows a similar
journey: they are stakeholders.
What’s a stakeholder?
PMI defines a stakeholder as:
4. 4/11
“An individual, group, or organization that may affect, be affected by, or perceive itself to be
affected by a decision, activity, or outcome of a project, program, or portfolio.”
Stakeholders include: Your project team members who are involved with the day-to-day
running of the project;
subject matter experts whom you call on from time to time to contribute a bit of expertise;
end-users; customers; any other group that is going to be impacted by what you are doing (or
thinks they will be).
Stakeholders matter because ultimately, projects are about people. You can have the best
processes in the world, but if people don’t like the change you are delivering, and you can’t
win them around, then you’re wasting your time.
Azadeh Rezvani and Pouria Khosravi looked at 27 different academic studies on what makes
a project a success and guess what? It wasn’t risk management or the right project
management software that made a difference. They found stakeholder satisfaction and
communication came out top. Care about the people, and your chances of project success
shoot way up.
Project onboarding: Getting the team engaged
(Source)
5. 5/11
Let’s get back to the journey people go through when they get involved with your project. You
start out not knowing who they are, you bring them into the project and involve them, then
their involvement in the project comes to an end (even if they continue to be involved with
the deliverable or change outside of the project).
There are four stages of involvement:
1. Identification: Where you work out who needs to be involved.
2. Early engagement: Where they start contributing to the project.
3. Mature engagement: Where they work well within the team and know what to do.
4. Dissolution: Where they leave the project team as their involvement has come to an
end.
All of these fall into the project management processes of stakeholder management. In this
article we’re talking about onboarding new people into the project team, so that particular
part of the journey falls into the “identification stage” and a bit of the “early engagement
stage”, as well as you, start working together.
Reaching out to new team members
The first thing to do with your new project is to surround yourself with the people who
can help you get it done.
You might already have a good idea of who that is, or you might have to ask around to
identify who has the skills you need. And you might not even know yet that you need certain
skills – that’s OK, you don’t have to onboard everyone on Day 1. As you learn more about the
project and what’s involved, you can bring new people into the team.
You might get lucky and have people reaching out to you to be involved. Welcome these
enthusiastic people with open arms!
Inviting people to join the team is normally as easy as a quick phone call with them or their
manager. Give a quick summary of the project and what you’re trying to achieve. Secure
some of their time to contribute to the project work. If the project has the backing of
management, hopefully, they’ll realize the importance of your work and are available to
support you.
Pro Tip: Not all projects are priority projects, and sometimes subject matter experts are
supporting multiple initiatives. You might need to convince team leaders to ‘give up’ their staff.
Follow whatever channels you have for resource allocation within the organization so you
approach people in an appropriate way.
Project onboarding: Explain why the project is important
6. 6/11
(Source)
Now you’ve identified your new team member and secured some of their time in principle,
it’s time to explain what this project is all about.
“For me, the thing that is so often forgotten is making sure that people know how they fit into
the project and why, and how everyone else fits and what each person brings,”(…)“Too often
project people jump straight into goal setting but, especially so virtually, this works much better
if we already have some common ground, trust, and rapport.” – Dr. Penny Pullan, Making
Projects Work.
Schedule a 30-minute call with the new team member to explain the background for the
project. Understanding the ‘why’ brings clarity, engagement, and strategic alignment: all
essential things if you want to get the team pulling in the same direction.
Explain the goals
Next, share the project’s goals and objectives with them. If you have a business case
or project charter, send that to them for background reading. Have a chat about what the
project is supposed to achieve and how you think you’re going to get there.
“For me, it’s pulling together a presentation which covers off some of the detail within the
project charter: why we’re doing the project, how I see them being involved and high-level
timelines,”(…) “Depending on the project and size would sometimes alter the content to make it
more specific to them.” – Andrew Callow, a senior change leader in the gaming industry.
7. 7/11
Even if you are tailoring your induction chat, the team may still have questions. Let them ask
away – this is the time for them to get clarity.
Set expectations
Next, set expectations for what the project expects from the team and explain how they are
going to help deliver on goals.
That could include:
Contributing to project planning, for example, using a Work Breakdown Structure
template to plan out their own work;
Helping to identify risks and resolve issues;
Completing certain tasks by agreed dates;
Reporting progress to you;
Completing timesheets regularly;
Working with others in the team as required.
Let people know about time off and holidays so they can plan around absence. It’s helpful to
have a roles and responsibilities document that outlines what each person is taking
ownership of. Share those around so everyone knows what everyone else is doing.
Set expectations with senior leaders
Project managers have to work with people at all levels of the organization. You’ll want to use
different approaches to onboarding people who are higher up the organization chart than
you.
Tony Proctor from The PMO Roadmap has some tips:
“For management and up, I recommend asking them what their expectations are for the project
and how familiar they are with the project,” he says. “This approach has a lot of benefits: the
leadership stakeholders don’t have much time so getting them to speak is a win, letting them
express their expectations is a win, identifying quickly what they know about the project and
being able to gauge their experience is priceless.”
This is a great technique for saving time, too.
“Project managers ‘almost’ always will have more data, process, and information than any
executive ever wants,” (…) “Let them speak, keep it simple and lead them to your answers you
want with open-ended questions.” – Tony Proctor, The PMO Roadmap
Project onboarding: Build long-lasting, positive relationships
8. 8/11
(Source)
There are also expectations around employee culture and how the team works together.
Jaspal Kaur-Griffin,Head of Programs Management at the Bar Standards Board, says she
takes new team members out for coffee.
“I explain the culture of the organization and especially tell them I am always available if they
have questions. I can support them throughout the process,” (…)“Most importantly I tell them
how happy we are to have them on board as we go through a rigorous screening and interview
process so the very fact that they are here is tantamount to how good they are and how much we
want them here!” – Jaspal Kaur-Griffin, Bar Standards Board
Could you do something similar to make newbies feel welcome?
Introduce newbies to everyone
Project work is teamwork. Whatever it is that this new starter is going to contribute to the
team, chances are they’re doing it because someone else needs what they are going to
produce. Whether that’s the legal terms and conditions that the web team needs to put up on
a new site or some code that then gets passed to the testing team to check, getting a project
successfully completed relies on everyone doing their bit.
Make that easy for your newbie by introducing them to the rest of the gang. Send them the
invites to your regular team calls. Get them on the collaboration tool. Pop their phone
number on the team contacts directory.
9. 9/11
Make the connections between team members. This helps because they’ll then know who to
talk to for work stuff, and also because belonging is a fundamental human need. And it’s nice
to have friends at work.
Invest in team relationships
You’ve told the team what the project is about and what’s expected from their contribution,
but this relationship works both ways. You also need to consider how you, as the project
manager, can be easy to work with.
Learn what you can about their communication preferences and how they work. For
example, do they prefer phone calls or Slack messages? Do they like long, detailed
explanations or do they get fidgety when you talk for more than a minute? Can you book time
in their calendar directly or do you need to go via their Exec Assistant?
You can’t influence anyone if you can’t see things from their point of view. At this point,
you’re finding out more about the environment they operate in, what matters to them and
what motivates them.
Not everyone is going to feel positive about the project
I’ll admit it: up until this point, I’ve assumed people will be willing to work on the project but
in reality that’s sometimes not the case. Some project stakeholders will be reluctant to get
hands-on with the project work. This can happen for lots of reasons including:
They’ve got lots of stuff on already and your work is just extra noise;
They genuinely don’t have time;
They don’t have the skills and were ‘volunteered’ because no one else in their team was
available;
They think the project is a bad idea and shouldn’t be happening.
There’s no such thing as a difficult stakeholder – just challenging situations created by
stakeholders. Unsupportive stakeholders will need you to spend more time with them to
uncover their motivations and fully understand the sociopolitical context of their interactions
with the project.
Once you understand and can resolve some of that, you should find the situation gets easier
to deal with. Supportive stakeholders will embrace the opportunity to work with you and be
on board with the project.
Make a good impression
Onboarding a new project team member is often the beginning of your relationship with this
person. The more projects you run in the organization, the more likely it is that you’ve
worked with them before, but often the nature of projects means you are meeting lots of new
10. 10/11
colleagues.
This is the time to be making a good impression. You’ll be stuck with them for some time –
until the project completes, probably. So, don’t waste your opportunity to come across as
professional, credible, and trustworthy.
Even if you’ve worked with people before, still think about how you come across in those first
few interactions about this new project. You want them to think that you’ve got a grip on the
work and that they can trust you to lead the project successfully through to delivery… even if
you are feeling like you haven’t got a clue what’s going to happen.
Pro Tip: Projects are like bread. In the beginning, it looks like nothing is going to come
together and that you’ll never get a decent result. But keep kneading, turning, blending, and
ultimately that feeling goes away because you get a beautiful mixture that you know has every
chance of turning out wonderfully once it’s baked.
Feeling overwhelmed at the beginning of a project is (unfortunately) normal! The beginning
of the project is often hugely unsettling, changeable, and the context is constantly evolving.
You’re not 100% clear on what you are supposed to be doing and everyone is in Tuckman’s
Forming stage as the team comes together for the first time.
Hang in there, in a couple of weeks and you’ll be talking as if you have everything under
control – because you will.
Using checklists for project onboarding
Every person is different, but the onboarding process is similar for each new stakeholder
joining the project. So similar, in fact, that the easiest way to make sure you don’t miss
anything is to use a checklist.
Process Street is a great way of documenting your onboarding process so it becomes
something repeatable. Each new team member – whenever they start contributing to the
project – gets the same information and experience. And you don’t have to think about what
to tell them as it’s all there for you.
If you’re unfamiliar with Process Street, check out their explainer video below:
Process Street is great for people that want to get projects done. Most project teams have
between 6 and 10 people, so it’s important to make the experience of working on your project
as easy as possible for them. Set them up for success with a strong onboarding process so
they can quickly see what a difference they are making and how they are contributing
because a strong team can deal with pretty much any issue that comes up later in the project.
Check out this webinar for a more in-depth look at what you can do with Process Street, or
dive into the Getting Started with Process Street knowledge base.
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Useful templates for project management
Project onboarding: Next steps
The goal of all this initial onboarding activity is to get to a point where the team can fully
contribute to the project and help you achieve its goals. The team is aware of what’s expected
of them and their responsibilities to the project. They know about the project’s goals, working
patterns, expectations, and rhythms.
Hopefully, they will quickly be fully contributing to the project. Be sure to go through the
process again with any new individuals joining the team.
If you’re still struggling to get people on board with your project, take a leaf out of Jill
Poyton’s book.
“I have found that a plate of homemade bread pudding has been a great bonding experience
over the first tea break of a workshop!”(…) “Interestingly, the fact that I have homemade the
bread pudding the night before seems to make a difference. I think it makes the stakeholders feel
cared for.” – Jill Poyton
P.S. Don’t forget to subscribe to the Process Street blog to get notified of our upcoming
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industry leaders such as Peep Laja, Sujan Patel, Tomasz Tunguz, and more! ڀ