1 Financial & Business Services Foundation - PowerPoint Presentation

1 Financial & Business Services Foundation Project Management From the Business Manager’s Perspective Business Manager Curriculum February 2014 Facilitator: Jim Branden, MBA, PMP

Instructor: Jim Branden, MBA, PMP NCSU – Bachelor's of Architecture, with HonorsLicensed Architect (12 states)Florida Atlantic University, MBAReal estate developerCertified Urban PlannerLand use plans for colleges & military installations (USA, England, Germany & Japan)Project Management Professional (PMP®)Consultant & PM Trainer (Southeast US & Norway)Contributed editorial reviews to the Third and Fifth Editions of “The Guide to Project Management Body of Knowledge”Northeastern University, Boston – online instructor, Master’s of Project Management – teach “Project Risk Management”UNC Charlotte, ITS PPMO Senior PM 2

3 Agenda Project Team DynamicsBird’s Eye-view of PM Business Manager’s Role in Projects

Project Team Dynamics From: Diverse Skills / Viewpoints To: Success! Toward: Common Goal 4

Team Formation Define “Cooperation” ~ “Collaboration”Bruce Tuckman: Five stages of team formation Forming – unclear about roles – drop your guardStorming – resolving personal conflicts; becoming respectful & trusting – recognize differencesNorming – establish common goal; each responsible for helping achieve it – drop personal preferences in deference to team’s success, i.e. cooperatePerforming – function as unit – internally goal driven, i.e. collaborateAdjourning – completing task – dissolve team 5

Debrief “Team Project” Did you “feel” transitions across five stages?Which ones?How did conflict change in each stage? What might you have done about it? 6

Project Team Dynamics – Who Are These People? Sponsor = Business Process Owner PM = Person with all responsibility and limited authority Not a “doer” ~ “conductor”!Subject Matter Experts (SMEs) = “E” stands for EgoProduction Team = those who work on projectStakeholders = everybody who knows of, participates in & affected by the project; not oblivious to it!Positive Stakeholders = those who want it to succeed by participation and or support or benefit by itNegative Stakeholders = those who don’t want it to succeed, or impede its success (inadvertently or _______)!Third-party = not contractually integral to project; may be vendor or contractor supplying something to one party of contract 7

Project Team Dynamics Common goal(s) vs. personal or “my organization’s” goalsBorrowed resources – not fulltime on projectToo many “Priority #1s”Late entry or early departure of key stakeholders Communications – key to successUnderstand “big picture” – which University Strategic Goal does project support? Which does this program & your certification support? *Clearly state Goal(s) of projectEveryone know how their “piece” fits into project’s goal(s)Roles & responsibilitiesQuality expectationsSchedule involvement* See next slide 8

University Strategic Goals Goal #1: Deliver high quality, affordable, & effective educational programs that produce educated & responsible citizens & competitive workforce.Goal #2: Stimulate increased research, creative activities, & community engagement with focus on programs & partnerships that address major needs of Charlotte region. Goal #3: Improve readiness of human resources & our academic, administrative, physical, & technological infrastructure to efficiently & responsibly operate urban research university serving 35,000 students. Goal #4: Improve significantly base of supplemental non-state revenues for academic programs & administrative support, physical facilities, & student development, particularly need-based student financial aid. Goal #5: Enhance opportunities for learning & working together in socially & culturally diverse world.Goal #6: Enhance quality of campus life & collegiate experience for students & other members of campus community, both on-campus & in adjacent University City neighborhoods.Goal #7: Build local, state, & national awareness of & respect for work of University & its people.9

Bird’s Eye-View of Project Management 10

Concepts / Terms / Overview Brandenism: “Processes : sustain organizations; Projects: improve or grow them”“Portfolio”Collection of unrelated “Programs”“Program”Collection of related “Projects”“Project”“Unique”, limited “duration” effort to produce “deliverables”“Unique”: Not exactly same as before “ Duration ”: Calendar time (usually working days) 11

Define: “ PM”?What variables affect projects?How do you know you finished?What is successful PM? Project Management (PM) 12

Complexity of PM Multiple agendasDiverse personalitiesUncertain information:Known- knowns Known-Unknowns Unknown-unknownsVariables: CostsTimeQualityVendors“I know you believe you understand what you think I said; I’m not sure you realize what you heard is not what I meant!”Coordination 13

Time Brandenism: “ Each hour has only one “last minute”; don’t expect me to do more than 8 things in a day!”Milestone – point in time (deadline) @ the “last minute”Effort – what we do before the “last minute”Duration – number of days between milestones & total calendar length of projectBuffer – time reserved (before or after) milestone to keep us on schedule 14

Overview of Project Lifecycle TIME LEVEL OF EFFORT Initiating Planning Executing Closing Monitoring & Controlling 15

Tuckman’s Stages FormingStormingNormingPerformingAdjourning 16

Conflict in Projects: Think Positive! Projects lead to changeChange produces uncertainty Uncertainty raises doubtsDoubts color opinionsOpinions differ between peopleDifferences between people leads to conflictsTherefore: all projects include (embrace) conflictConflict raises questionsQuestions stir debateDebate shows pros & cons Pros & cons justify decisions Decisions approve change Therefore: Conflict produces better Projects! 17

Planning – “ Scope Statement ” Brandenism: “ Scope EXPLICITLY in or IMPLICITLY out ” Who? (HR & Stakeholders) How long? (Time: when, effort & duration) How bad? (Quality) Need-to-Know? (Communications) Opportunities / Threats? (Risk) Make or Buy? (Procurement) Coordination (Integration) Budget? (Cost)Concepts / Terms18

Concepts / Terms “Deliverables”“ Effort” (verb) produces “Work” (noun)!Barbequing may or may not produce Bar-B-Q!Every project produces all 3 “works”“Products”, “Service” or “Result”“WBS” Work Breakdown Structure = “DBS” Deliverable Breakdown Structure (Brandenism)What are Business Managers’ Deliverables:Budget Requisition Purchase Order Inter-Departmental Invoices (IDI) 19

Concepts / Terms Planning“Risk ” – Opportunities / Threats“Positive Responses” – Exploit – Enhance – Share – Accept“Negative Responses” – Avoid – Transfer – Mitigate - Accept“Mitigate” – Brandenism: “Third worst risk response!”“Baselines” – Scope – Time – Cost = “Triple Constraints” S C T S -T C C S T T S C Scope Time Cost 20

Role of Business Manager in Project 21

Role of Business Manager in Project Questions to ask:What does “done” look like? (Scope )What is my role, responsibility & authority?What “Business Manager Deliverables” are required?When are “Business Manager Deliverables” required?With whom will I interact? 22

Wrap Up What “Ah-ha” moments did you have?What did you learn that you can use? 23

Key Points PM – has all responsibility; little authorityIterative planning produces better projectsIf you don’t plan ahea d – you’re planning to failProject management includes:Diverse “knowledge areas” e.g. specialties (SMEs)Producing “products, services & results”“Mitigation is third worst negative risk response” 24