Hi, I'm Kelly Hander Hand. I'll be your subject matter expert for our lesson on practical practical project management. And of course, as you're aware, there many different schools of thoughts on how to manage a project. They're different philosophies and methodologies. Whether you choose to go with the Project Management Institute standards sort of traditional
Uh, that is a very much very formalized, process based approach to project management or whether you're in the agile world that allows much more flexibility. The bottom line is, there's certain things that we can do is project managers that will help us be more efficient and effective.
So what we're gonna cover two days, we're gonna talk about some of the trends that we see in project management. You're seeing them as well as I am,
but certainly worth addressing, whether it's the advent of more of a global workforce, cloud computing some of those ideas on how we utilize the resources we have in our hands. We will talk about some mistakes that project managers make
many projects fail. And why is that and what can we do to make sure that our projects were successful
leveraging historical information, the importance of lessons learned my goal is a project manager is to be better than I was the last time. Every time I strived have just a little bit more knowledge, a few more tools at my disposal, and by looking at the past, we can make decisions and help avoid the same mistakes in the future.
The challenge of requirements. I think if I were to put any one reason that most projects fail, it's a problem with the requirements. The requirements are misunderstood. The requirements change whatever that might be.
Virtual teams. As I mentioned, we're a global economy. Certainly, with most many of us work for international organizations are team could be distributed throughout the world. So what can we do to make the most of our virtual team and inspire them to work together?
10 Best practices for successful project managers things to just keep in the forefront of your mind as you're managing projects. And one of the things that I'll stress is it takes a lot more to be a good project manager than just focusing on deadlines and costs.
Ah, and then the Tim qualities of successful project managers, some of the soft skills
that are important to be successful. Now, as we move forward, let's go ahead and talk about some current trends today. Ah, and you know, you're certainly seeing, uh, these changes, I'm sure as much as I have seen them in the past, you know, traditionally, when we think about project management, we think about the realm of I t information technology,
and we manage projects for migrations, rollout of hardware, software, whatever those may be.
But what's happening? Today's business or businesses air seeing the value in not just producing stuff for clients but in taking requirements, manufacturing a product and making sure that that product meets quality requirements
by handling all of that as a project. So that's one of the things that we're really seeing his project management
expanding well beyond the i t world. As a matter of fact, as an instructor, I'll say now, probably 40% of the classes that I teach have no background. The 19 whatsoever they're coming from other fields, whether it's construction, health care, whatever that may be. So
project management is a field that is rapidly expanding, and I think everybody can benefit
from a knowledge and understanding. Um,
so the other thing that we're seeing is organizations managing multiple projects at a single time and these projects being the main building block or the tool in which organization helps to accomplish its long term goals. And that's a very important piece when it comes to selecting projects
is I want to choose thes projects that will help me get closer
to my business objectives and help support
the organization. Excuse me.
All right again, we're gonna be seeing and we're starting to see now Human resource is legal. Other business organizations working as projects or utilizing project management to accomplish the work that's laid out before them project
will move to the cloud. You know, as somebody who does have a background in i t
Ah, if I had a nickel for every time I hear the cloud as the almighty solution and the be all for for everything and you know, for those of you that are in the field, we know that that's not necessarily true, that there are limitations to the cloud and it's not appropriate for everyone. However, the cloud has some tremendous benefits for us,
certainly is project managers.
You know one of the biggest challenges is to exchange information. And, of course, if we're a multinational organization, you know you go back five years ago and we were using e mails and texts or 10 years ago. Snail meddle in some ways. Faxes.
So we're continuing to get into an environment where it's much easier to share information,
and the cloud is a huge part of that. There are a lot of tools, and I've got a few up here if you're not familiar. Liquid Planner, project manager dot com Dance her eyes very good when they're several that are very good up here that are listed. But the idea is, let's take our schedules. Let's take our project related information.
Let's make sure that we have
are necessary information stored in a place that's universally visible. Let's work towards transparency within our team and the cloud solutions. They're going to give us a great way to do that. Not only that, but certainly the cost savings having redundancy within the cloud and all of those ideas.
So I think it becomes very important to realize
this is the environment that we're gonna be utilizing. How can I make the most of it as a project manager, um,
so individuals scheduling on a single client machine, you know that's already going away. We all the time get, you know, an appointment transferred from one individual's calendar to another. SharePoint has made the distribution of information and scheduling very, very easy. So
it's time that we embrace the new technologies and the tools that we have at our disposal.
Online collaboration is going to increase absolutely and again, lots of tools that are out there. Probably the greatest increase that I've seen in the last five years has become a real dependency on SharePoint. You know, Microsoft has its own custom tool. They have projects, server
dropbox, even just something as basic as Dropbox. Just a plain file share
makes it very easy to distribute information universally and allow, uh, access on an as needed basis so we can still protect the confidentiality of the information that we need yet make it available to those on a need to know basis. So we're seeing collaboration. We're seeing
ah worldwide focus for many of our organization's making sure that we can utilize those assets that we have in other locations
and one of the things that that means is that may provide for us a greater challenge and managing our resource is it's very easy for me to manage the 10 employees that report directly to me in the D C office. But when I have employees all throughout the globe
working different hours, different, you know, different schedules
and, uh, you know, in different environments that becomes very much a challenge. So what we're gonna have to find a way is a way to manage these Resource is again from a central location and still be able to distribute assignments. Find a way to bring those people together so that we have this
concept of a co located environment,
so we've got a lot of challenges ahead of us. But it's also a very exciting time because the period of time where we're able to share information were able to collaborate, were able to utilize all the resources at our disposal, is really gonna promote information sharing and transparency distributed teams. And that's what I'm talking about. Your team's distributed
whether your organization is multinational or not. It can simply be a challenge when you have three branch offices in the same city.
It's always easier when people are within the same office, working face to face less chance for miscommunication, easier team building those same ideas. So again, what we're gonna have to find a way to do is bring are distributed teams together
for the sake of productivity. And certainly it's one of the things we'll talk about in this course.
The need for professional project managers is increasing, and I absolutely agree with that. Now again, I am in the Washington D. C. Area, and many of the government contracts require people certified in Project management and Maur and Maur that becomes a requirement for
positions for employment
contracts being awarded. Getting that additional edge in the marketplace, people realize the value off professional project management. We have to understand that project management is not the same as just producing things. It's not task management.
Project management is a whole series of processes
Ah, and formalized meth methodology and formalized methods, if you will, that focus on quality and the delivery of products meeting the strategic objective. So it's a lot bigger than just producing widgets off a distributed line. We need prudent. We need professionals that are capable
others of meeting their deadlines and their goals and working within the constraints that we all work within.
Now again, I'll mention the PMP credential Project management professional. Please understand. This is not a PMP class. This really is very much some tips that will help you manage project successfully out in the real world. But I will recommend the PNP credential if you're gonna be serious about being a project manager.
This is one of the certifications that many environments require.
And I always tell people, if you have the knowledge off the course, get the letters behind your name. You'll never regret having the certification. And today, right, wrong or indifferent. Many organizations are very geared towards certification. So if you are going to be a project manager and you're going to take that next step in your career,
adding a certification is not a bad idea.
All right, so why, you know, I'm one of those people that always likes to know what's the purpose? What are we trying to accomplish here? And what we're trying to accomplish is producing more successful projects. We're trying to meet our goals, operate within our budgets produced the requirements
and not even just meet the requirements. But make sure that we're delivering value. And that's a really important idea in this class.
You know, you know as well as I do that two people can work the same eight hour day. They can even get paid the same amount of money, but it doesn't mean that they're producing the same value. It's a very competitive marketplace today, more so than I've ever seen it different. Very few companies do something unique.
You know, it seems like for just about any service you need,
you've got plenty of choices. So what's going to make you turn over your $50 million budget to me? Well, I need to be able to give you the most value for your buck. So what it all comes down to is producing value, but one of the ways to produce values to eliminate waste and you'll see 100 and $9 million
every one billion spent on projects 109 million of that is a total waste total waste. So how can we cut down whether it's doing unscripted, unschooled ped work? And we're all familiar with the idea of scope creep, which we're gonna talk about here whether it is
improperly meeting the requirements,
you know, not just doing more work than was expected, doing the wrong work, producing the wrong product, not understanding the customer's needs, producing the right product that doesn't get accepted, you know, how can we avoid this waste? How can we avoid this warranty work this really work?
Ah, 44% of strategic initiatives are unmet. They're unsuccessful. And when we talk about strategic initiatives, what we're talking about is these are the elements these air, those requirements that must be met,
that are deemed by the sponsor by the customer
as essential, These air, your critical success factors in a lot of ways. We'll talk a little bit more about those in a few minutes. But if you think about 100% of projects, 44% of those strategic initiatives aren't successful. We've got a big problem. And that is why I'm or andMe or organizations
or looking to professional project managers,
as opposed to just taking the lead software developer and having him run the project. Right? So the idea is we need somebody that has skills much greater than just in the field of expertise.
Ah, couple of other ideas here when you talk about high performing organizations versus low performing organizations, twice as many successful strategic initiatives, When we talk about a high performing organization, they achieve
80% or more of their projects on time
on budget and they meet the original goals of the project. I just want you to think for that for just a moment,
and I'd like to ask you from what you've seen, the work that you've done within your organization, would you consider your organization to be? Ah, hi performer.
So think about it 80% of the time. We as an organization, stay on budget. We stand schedule, we perform the work that's to be done. We meet the goals of the project, and I've worked from several companies, say quite a few companies. Ah, a few companies
that are high performers and I've worked for companies that are not, and I think we probably all have had experience across those realms. And when you think about the difference between the low performing organizations and the high performing organizations, the key is in the process.
Do we have well defined processes. Do we have methodical approach is Do we have the appropriate documentation? Do we have clearly defined requirements? Do people understand their roles within the organization and more specifically, within the project? Or are we running around putting out fires?
And again, I think we've probably many of us have work for different organizations.
And if you think about it,
the stress in working for an organization that is behind budget, there are over budget, rather behind schedule. We're now working 12 hour days to get caught up. That's not a high performing organization. So regardless of where we are, our goal is always gonna be, you know? So we're at 80%.
Our goal is to get better than that,
right? Worf. We're low performer. We want to get to the realm, and it will not happen overnight. But we want to get to the realm where we can meet these expectations, because if we don't, our organization will fail. And I have. I've seen that many different companies. As a matter of fact,
when I get to the point when you and I do a lot of consulting,
I've certainly worked within the government within the private sector as well. When I'm in an organization, I can usually tell the culture of the organization and whether or not they will be successful on their projects. And,
you know, culture comes down from the top. Senior management inspires the company culture,
the philosophy of the organization, and that trickles down. So if I see an organization that's very sloppy with their paperwork with their documentation, they don't have a lot of processes in place. And let me tell you, that may work okay for a company with 45 employees.
But as an organization grows and we take on larger and larger work, we take on more and more projects
that will no longer continue to meet expectations. So our goal. Let's get fromthe low performers to the high performers three times as likely to have high organizational agility. Let me tell you another buzz word, agility, and I'm sure if you're in the project realm, you've heard the idea of
agile project management,
and what that means is we have to be able to adapt to change, and they're certain types of projects that have to be very, very agile. Software development, for instance, requirements can change very, very quickly because their network infrastructures change very quickly. Technology improves
conceptually end more candidly,
so we have to be very, very flexible in the world of software development. So that's what gave us the agile project development methodology, but ultimately is a company. We have to have a degree of flexibility, right. We have to be able to shift to changes in the market. Changes in their customer requirements. And how we go about handling
makes us three times more successful if we're high performers, all right, and then the last staff that I'll just mention
hi alignment of projects to organizational strategy,
a high performers, twice a CZ likely to have high alignment of projects to organizational strategy. So what does that really mean?
What that means is, as an organization, we choose projects that will further us get us closer to meeting our long term goals, right? Not every project is about money, although many are. Don't get me wrong. I like a good project that brings in money. Money is always good. However,
I have to be aware that there many other projects, whether it's
to bring us up to date with current technology. Maybe it is to maintain or regain uh, um,
legal compliance, whatever that may be. The projects that we choose as an organization will help us meet our organizational goals, but also helping to make sure that for our customer, the project, the work that we deliver, the products that deliver Bols that we provide for our customer
help them make their strategic goals as well.
So I think we can learn a lot just from this slide and understanding the value of true project management.
you know, I'll go into offices, and people are still managing projects with pencil and paper. Many organizations still use Excel to manage projects. And don't get me wrong. I'm not necessarily saying that you have to have official project management software, and if you can use Excel
well enough to distribute information to track budget timelines and
frequency, that's fine. But as true project managers again, we need to take advantage of the technology that's out there, and we need to start becoming concerned with budget time, scope of work, the triple constraint, the thing that I try to stress when I'm going in to work with an organization
so much easier to start out correctly than it is to go back and fix problems. And many times I'll bring in specific methodologies and I'll hear from a company that maybe has 20 people. You know what? That's great for larger companies, but this doesn't fit our environment. We're a lot more relaxed here.
we have to make a decision. Is this where you want to stay? Do you want to stay in a 20 person relaxed, comfy culture or in five years from now, do you want to be stronger? You wanna have a larger business? Do you wanna have a more successful business? Because if in five years from now you do want to have a more successful business going back and undoing
the half hearted effort
from five years ago is gonna be much more complex than it is. Getting everybody on the same page and moving forward. I always try to preach proactive. The environment you're in today is not gonna be the same environment which you operate tomorrow. Think big, think for the future. But your processes in place now
your people will adjust