pm concepts part i i
TRANSCRIPT
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Copyright 2003 Terry Chambers. All Rights Reserved.
Minnesota Chapter
of the
Project Management Institute
Project Management Concepts
Part II
Chapter That Cares
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Copyright 2003 Terry Chambers. All Rights Reserved.
Agenda
Where does the people part come in?
How can we focus the energy of our teams?
Whither the high performance team?
What are your issues?
What works?
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Copyright 2003 Terry Chambers. All Rights Reserved.
What is a Project?
For most of us, our formal education has concerned itself with the
Hard part.
The HARD part is easy!
Its the SOFT part that is hard?
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Some Ideas
Create a positive work model
Focus energy positively
Ask effective questions
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Copyright 2003 Terry Chambers. All Rights Reserved.
How do we develop a
positive work model?
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Copyright 2003 Terry Chambers. All Rights Reserved.
For some reason we have a tendency to use
this approach to improving a situation or
solving a problem:
Look for what is wrong or broken.
Point it out and hope someone else fixes it!
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Copyright 2003 Terry Chambers. All Rights Reserved.
What if our approach was to:
Look for and celebrate what is going welland try to do more of it?
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Copyright 2003 Terry Chambers. All Rights Reserved.
Some questions you might ask when problem
solving:
What have we been doing right related to thisproblem?
If things were going perfectly, what would be
going on? What do we have to do more of or better to
get us to this ideal state?
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Positive and Negative Thought Patterns
At any moment we can have positive or
negative thought patterns running through
our mind.
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Copyright 2003 Terry Chambers. All Rights Reserved.
How we primarily focus our thought patterns will
directly effect how we focus our energy and
cause us to be proactive or reactive in our
thinking.
Proactive or Reactive Thinking
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Copyright 2003 Terry Chambers. All Rights Reserved.
Your Thoughts
If you THINK you CAN
You probably CAN!!!
If you THINK you CANTThere is NO WAY in Hell you will!!!
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Copyright 2003 Terry Chambers. All Rights Reserved.
Reactive
thinking
Reasons
(why, why,why,..)
Whats not working,
whats wrong.
How to fix it.
Proactive
thinking
Results
Whats working,
whats right.How to make it even
better.
How DO You Think
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Copyright 2003 Terry Chambers. All Rights Reserved.
The Team Sponsor
Reactive thinkerssee change or crisis as
danger
Proactive thinkerssee change or crisis as
opportunity
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Copyright 2003 Terry Chambers. All Rights Reserved.
Team Leader Role
Both views are right
which view you take will have a profound
effect on your energy level
Even when given as negative view you can
describe it as positive and get rather thanlose energy
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Copyright 2003 Terry Chambers. All Rights Reserved.
Functional Manager Role
By under-
standing this
Can still be the same
number of negatives,
they just arent as big!
You can do this
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Copyright 2003 Terry Chambers. All Rights Reserved.
The Key
The leader doesnt need to know all the
answers
the leader only needs to know the questionswhich are effectivein helping others to
discover the answers they already have
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Copyright 2003 Terry Chambers. All Rights Reserved.
Questions which can be answered without the
possibility of making a mistake throw our
switches into an on position and allow us to
apply our intuition. Questions in this form arecalled
Effective Questions
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Your intuitive mind will be dormant until
engaged by Effective Questions.
Effective Questions are any positive questionswhich allow you to explore your feelings,
examine patterns, and develop ideal solutions
from the integration of many parts.
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thus,
Effective Questionsare
right brained questions.
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Copyright 2003 Terry Chambers. All Rights Reserved.
Ask whatand how, not why if emotions are
involved.
The whyquestions move us to the left side ofour brain and can cause us to limit our
response to logical answers.
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Copyright 2003 Terry Chambers. All Rights Reserved.
What is already working?
What specifically causes it to work?
What is our vision/goal/objective?
What would be the benefits to the customers,
organizations and you of reaching your goal?
What specifically can we do more of, better or
differently to begin to move toward our goal?
Some Effective Questions
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The 5 Key Team Management Variables
The Hard partThe Soft part
Function
Quality
Schedule Effort
People(Process, Productivity)
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People!
People must still
perform the
Work!
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The fifth key team variable has to do with
the Soft part
People
Energy
Level
Culture
Feelings
Skills Focus
Personality
Values
Experiences
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Copyright 2003 Terry Chambers. All Rights Reserved.
Excersize
As a team, take 15 minutes and identify:
1. What do you feel are the key dimensions,
characteristics, Attributes of a highperforming Team?
2. What is it that makes a team highperforming?
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Dimensions of a High Performing Team
Clear and elevating goals
Results driven structure
Competent team members
Unified commitment
Collaborative climate
Standards of excellence
External support and recognition
Principle leadership
Carl Larson, Teamwork
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The Organization Behind the Profession
Project Management Institute (PMI)
Not-for-profit professional association
Established 1969
Over 90,000 members in 120 countries 200+ chartered chapters
36+ chartered Specific Interest Groups (more
pending)
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Copyright 2003 Terry Chambers. All Rights Reserved.
PMI Advances the PM profession by:
Maintaining project management standards
and PM certification
Facilitating project management education
Advancing the state-of-the-art PM research
Serving as a repository for PM information
Acting as an information distribution forum
Establishing a code of ethics for practitioners
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PMI Minnesota Chapter
Minnesota membership exceeds 2000
Minnesota chapter in top 10 worldwide
Minnesota chapter is one of the most active
chapters in the country Winners of the following national 2001 awards:
Chapter of the Year Award (5+)
Chapter Sponsor/Mentor Award
Chapter Sustained Superior Performance Award Chapter Professional Development Award for
Exceptional Activities
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Community Project Coaching
Program Objective:
Provide PMI-MN members with opportunities to servethe community by coaching project managers of local
community organizations
give something back
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Coaching Not Leading
Volunteers in the program assist the project
manager(s) for the non-profit community
organization
Project managers of the non-profit communityorganization leadand manage the project
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Community Project Guidelines
Short duration projects (< 6 months)
Project related to organizations purpose
Clearly identified project participants (e.g.
sponsors, project manager(s), etc)
CPC services should not complete against
providers of for-profit project management
services
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How do I Get Coaching Help?
Contact Management Assistance Program for
Nonprofits (MAP)
Amy Wagner
651-632-7237
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Copyright 2003 Terry Chambers. All Rights Reserved.
PM References on the Web
Project Management Institute (PMI)Project Management Body of Knowledge(PMBOK)
National: www.pmi.org
Minnesota Chapter: www.pmi-mn.org
The Project Management Forum: www.pmforum.com
International Project Management Association: www.ipma.ch
The Project Management Center: www.infogoal.com Project-Manager: www.project-manager.com
www.projectconnections.com
www.gantthead.com
Software Program Managers Network: www.spmn.com
Risk Management Internet Services: www.rmis.com
www.riskworld.com/websites www.riskreports.com
Software Engineering Institute (SEI)Carnegie Mellon University
Capability Maturity Model (CMM): www.sei.cmu.edu
IEEE Computer Society: www.computer.org
http://www.pmi.org/http://www.pmi-mn.org/http://www.pmforum.com/http://www.ipma.ch/http://www.infogoal.com/http://www.project-manager.com/http://www.projectconnections.com/http://www.gantthead.com/http://www.spmn.com/http://www.rmis.com/http://www.riskworld.com/websiteshttp://www.riskreports.com/http://www.sei.cmu.edu/http://www.computer.org/http://www.computer.org/http://www.sei.cmu.edu/http://www.riskreports.com/http://www.riskworld.com/websiteshttp://www.rmis.com/http://www.spmn.com/http://www.gantthead.com/http://www.projectconnections.com/http://www.project-manager.com/http://www.project-manager.com/http://www.project-manager.com/http://www.infogoal.com/http://www.ipma.ch/http://www.pmforum.com/http://www.pmi-mn.org/http://www.pmi-mn.org/http://www.pmi-mn.org/http://www.pmi.org/ -
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Copyright 2003 Terry Chambers. All Rights Reserved.
Some Good PM Books
Getting the Job Done!W. Alan Randolph and Barry Z. Posner
Project Management As If People MatteredRobert J. Graham
The People Side of Project ManagementRalph L. Kliem and Irwin S. Ludin
Enlightened LeadershipEd Oakley and Doug Krug
Team TalkAnne Donnellon
TeamworkCarl Larson and Frank LaFasto
Creating an Environment for Successful Projects - Randall England and Robert J. Graham
Information Technology Project ManagementKathy Schwalbe
A Guide to the Project Management Body of KnowledgeProject Management StandardsCommittee2000 Edition
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Minnesota Chapter
of the
Project Management Institute
Thank You!
Chapter That Cares