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R U S SE L L M A R T I N A S S O C I A T E S&

Leveraging EQ for Improved Project Decision Making (603)

presented by

Russell Martin & Associates (317) 475-9311 info@russellmartin.com www.russellmartin.com

© Russell Martin & Associates www.russellmartin.com

PROJECT MANAGEMENT

R U S SE L L M A R T I N A S S O C I A T E S&Page 1

Module 1: Getting Started With Project Management Module 2: Creating Business and Project Objectives Module 3: Creating a Scope Diagram Module 4: Documenting Risk, Constraints, Governance and Communication Module 5: Creating a Project Schedule Module 6: Managing a Project Module 7: Projects Create Change Module 8: Influencing Stakeholders Module 9: EQ and Project Decision Making Module 10: Ending and Reviewing a Project

© Developed by Russell Martin & Associates www.russellmartin.com

Agenda

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• Define the roles of the project manager, the project sponsor and other key people in a learning project

• Build a stakeholder communication plan • Document business objectives of the learning event project • Document project objectives of the learning event • Document the risks and constraints of a learning event project • Document the scope of the learning event project • Practice resiliency to adapt to the needs of the project • Adapt your communication style to others involved with your project to ensure collaboration • Build a project charter • Accurately estimate work effort for a project • Build a project plan for a new project • Choose the appropriate activities for each project • Estimate and manage the cost of training projects • Adjust plans with actual status results to manage the project schedule and resource

allocation • Perform a post project review for every project to ensure the knowledge management of project intellectual capital

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Course Objectives

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How Clearly Do You See?

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Content

Where did Emotional Intelligence come from?

What happens to me when I’m stressed?

Understanding my triggers / self-awareness

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R U S SE L L M A R T I N A S S O C I A T E S&© Developed by Russell Martin & Associates www.russellmartin.com Page 5

What is Emotional Intelligence?

?

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1. Describe a negative emotion you experienced on the job by entering on this line the emotion you felt: __________.

Rank the intensity of that emotion (1 = low, 10 = high): _____.

2. What factors contributed to your feelings about the problems?

3. Describe a positive emotion you experienced on the job by entering

on this line the emotion you felt: __________. Rank the intensity of that emotion (1 = low, 10 = high): _____.

4. What factors contributed to your feelings about the successes?

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What Are Your Triggers?

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What Happens to Me?

40% job was very or extremely stressful;

25% view their jobs as the number one stressor in their lives;

Three fourths of employees believe that workers have more on-the-job stress than a generation ago;

29% of workers felt quite a bit or extremely stressed at work;

26 percent of workers said they were "often or very often burned out or stressed by their work";

Job stress is more strongly associated with health complaints than financial or family problems.

50%

25%

75%

100% people said…

job is extremely stressful

job is #1 stressor

stress worse than a generation ago

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What Happens to Me?

40% job was very or extremely stressful;

25% view their jobs as the number one stressor in their lives;

Three fourths of employees believe that workers have more on-the-job stress than a generation ago;

29% of workers felt quite a bit or extremely stressed at work;

26 percent of workers said they were "often or very often burned out or stressed by their work";

Job stress is more strongly associated with health complaints than financial or family problems.

This information was

obtained in the 1990's in large surveys by Northwestern National Life Insurance Co, Princeton Survey Research Associates, St. Paul Fire and Marine Insurance Co., Yale University and The Families and Work Institute.

50%

25%

75%

100%

job is extremely stressful

job is #1 stressor

stress worse than a generation ago

R U S SE L L M A R T I N A S S O C I A T E S&© Developed by Russell Martin & Associates www.russellmartin.com Page 9

Your Body Reacts

Ironically, the workplace has become one of the most inefficient places to work.

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R U S SE L L M A R T I N A S S O C I A T E S&© Developed by Russell Martin & Associates www.russellmartin.com

What Happens to Me at Work?

Workers'

Compensation

Four Hour Emotional Hangover

- Dr. Izzy Justice, Emotional Quotient

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Defining Emotional Intelligence

EQ

Cognition

Behavior

Competency Decision Making (Superior Performance)

360 Assessments Performance Reviews

DISC Motivators

Multiple Intelligence Memory

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An individual with the highest IQ will not outperform a team with mediocre IQ but high EQ.

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The Components

Self-Awareness

Self-Regulation Motivation

Empathy Social Skills

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R U S SE L L M A R T I N A S S O C I A T E S&© Developed by Russell Martin & Associates www.russellmartin.com

How You Behave: DISC

D

I S

C Urgent

Pioneering

Innovative

Driven

Likes challenge

Demanding

Quick to anger

Careful

Objective, clear

High standards

Good analyst

Detailed

Picky

Aloof

Fearful

Optimistic

Motivator

Team Player

Problem solver

Emotionally needy

Inattentive

Trusting

Poor with

details

Steady and sincere

Patient

Empathetic

Logical

Service-oriented

Apathetic under stress

Passive

Resists change

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A Team Makes A Whole Brain

Task Speed People Speed

Task Perfect People Careful

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Growing Emotional Competence

Untruths:

Avoid negative emotions

Confusing a positive attitude with denial

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Opportunities to grow emotional

competence each year: 80

Number we grow from: 3

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Grow Emotional Intelligence

EQ

Cognition

Behavior

Competency Decision Making (Superior Performance)

360 Assessments Performance Reviews

DISC Motivators

Multiple Intelligence Memory

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Find out where you are: AWARENESS

Use STRENGTHS to drive REGULATION

CHOOSE times for Decisions

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Dare to Properly Manage Resources!

Define Plan Manage Review END START

1. Set Business Objectives

2. Establish Project Scope

3. Set Project Objectives

4. Mitigate Risks

5. Establish Constraints

6. Plan communications

7. Establish Governance Plan

1. Determine Milestones

2. Schedule Task Dependencies

3. Adjust for Resource Dependencies

4. Create budget

1. Control work in progress

2. Provide status and feedback

3. Leverage Governance

4. Resolve conflict

1. Close the project

2. Turn over deliverables

3. Hold Project Review

4. Celebrate accomplishments

Steps to Great Projects

initiate plan monitor close

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How Can I Get More HELP?

At www.russellmartin.com:

•Purchase books

•Get our LEARNING FLASH e-zine for more tips and tools

•Find out about workshops, webinars, e-learning and virtual alumni communities

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@nolecture Lou Russell