Resources - Agenda

Training - In Scope

Thinking ahead Envisioning an outcome Communications Basic plans Risk identification Issue Identification CAP PO requirements

Training – Out of Scope

Topics that may get a brief mention but not thorough discussion

Leading a team Project management specifics

Budgets Scheduling Quality

Objectives

Discuss realistic expectations

Objectives

Learn that when you are assigned a project you need to - Get moving

Today

Objectives

Effective status reporting

Objectives

Creating a plan

Objectives

Just spend the time reading Dilbert

Who is a Project Officer

A (humble) leader The go-to person for answers A delegator A Central Point of Contact Many hats

Who

Who is a Project Officer

Is the PO the decision maker?

Has developed a “calibrated gut”

Understands cause and effect

Who

Time When

When should you begin and end

Begin NOW

You work through the event

You can consider your project “done” when the project retrospective has been completed• End of Project briefing

• Compares Planned vs Actual

• Project Continuity book

WhatWhen

Where does PM take place

Wherever you are at the moment.

In your office / room

At squadron meetings

At designated locations (Bella Bru, Starbucks) with team members

Where

How do we manage a Project

Define the problem

Understand the constraints

Define and assign roles

Build a plan (milestones and details)

Communicate clearly, early, and often

Execute the plan

Define deliverables and “ship” weekly

Follow up on assigned tasks

How

Define the problem

KISS

What is the objective, why is it important, who is it for, when do we have to do it.

Example

Scope Statement

To arrive at Swamp Island (Where) by the next full

moon (When) with the hunting party (Who) to

spear alligators (What) with our sharpened

spears (How) for the tribe (Who) to eat (Why)

during the winter (When).

Activity

Statement of Your Project

 

Write down in basic terms (i.e., in simple declarative sentences) a project you are thinking about.

 

 

What:  Why: When: How: Where: Who:

Phases of a Project

Conceptualization

Preliminary planning

Detailed planning

Execution

Termination

Initiating

Recognize the project should be done

Determine what the project should accomplish

Define the overall project goal

Define general expectations of customers, management,or other stakeholders as appropriate

Define the general project scope

Select initial members of the project team

Planning

Refining the project scope

Listing tasks and activities

Optimally Sequencing activities

Developing a working schedule and budget for assigning resources

Getting the plan approved by stakeholders

Executing

Leading the team

Meeting with team members

Communicating with stakeholders

Fire-fighting to resolve problems

Securing necessary resources to complete the project plan

Controlling

Monitoring deviation from the plan

Taking corrective action to match actual progress with the plan

Receiving and evaluating project changes requested

Rescheduling the project as necessary

Adapting resource levels as necessary

Changing the project scope

Returning to the planning stage

Closing

Acknowledging achievement and results

Shutting down the operations and disbanding the team

Learning from the project experience

Reviewing the project process and outcomes

Writing a final project report

Tasks

How do you know what the steps are

Ask Questions – Lots of them

See the result in your mind

Where are the gaps

Where are you saying “Then a miracle happens”

Where are you saying “I don't know”

List the Steps

Is the Step Is it

Understandable Divisible

Measureable Sequential with other steps

Assignable Parallel with other steps

Manageable

Activity

Define phases and tasks

Tools, Techniques, and Thoughts

Present to Staff prior to the event Does your SOP have guidelines for running

projects Consider an assistant PO or PC (project

coordinator) Learn to identify what you should manage and

what you should delegate The mission is yours. You have authority

Scheduling

Tasks should have A start and end date A resource Predecessors and Dependencies

Task name Resource(s) Start End

Milestone reporting

Best represented by a timeline or pipe line chart

June 1 Sept 1

PCAM 18 – 20 Aug

Form 150’s due10 Aug

Drivers confirmed

Contact Squadron 157 PO25 Jul

Newsletter article 15 Jun

Communication

Status reporting

Status updates

CPO Session 2

• CAP requirements for managing a project

• Building a plan

• Identifying Risk

Building a plan

• List of tasks

• Planning for an event

• The event plan• Prep prior to activity beginning

• Task assignment

• Task duration

• Task sequencing

• Task display (Gantt, pipe – more milestone related)

Identifying Risk

• What could cause a task to not occur when and as expected

• Manage a risk before it becomes an issue

Risk Management

Attitude towards risk is most likely the problem

Not external factors such as people or events

3 Habits to Control Risk

Habit 1

Deal with things as they are – Not as you planned them to be

3 Habits to Control Risk

Habit 2

Always have an alternative

3 Habits to Control Risk

Habit 3

Always think through the consequences