Lou Russell: Project Charter in 45 Minutes or Less - presented by Training Magazine Network
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The Learning Project Charter defines WHY the business or organization is spending money on the project instead of something else. Very few people know how or take the time to work through this important step. Since ‘Bad News Early is Good News' in project work, it's a step that pays you back in rework if skipped. In this session, learn quick and easy techniques to complete a ‘good enough' Learning Project Charter in 45 minutes or less.
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Lou Russell: Project Charter in 45 Minutes or Less - presented by Training Magazine Network
- 1. Training Magazine Network presents Guest Speaker: Lou Russell President & CEO Russell Martin & Associates and L+EARN Learning Project Charter in 45 Minutes Or Less http://www.russellmartin.com/
- 2. Recorded Webinar This program was presented for Training Magazine Network members as a live webinar. We invite you to view the full recorded webinar. Click Here to View Recording Download Handouts / Join Discussions The speaker invites you to join their discussion group at TrainingMagNetwork.com . Materials are posted for free download in the discussion group. Click Here to Join Group Register If you aren’t already a member of Training Magazine Network, you’ll register along the way. Registration is quick & free. Members are privacy-protected. Solicitation by vendors is prohibited.
- 4. http://www.russellmartin.com/ About Lou Russell Lou Russell is president and CEO of L+EARN and Russell Martin & Associates. Both are consulting and training companies focused on improving business results. Lou and her staff deliver learning experiences that are fun, flexible, fast and measurable. She believes that learning and earning go hand in hand. From improving admission numbers to growing faculty and improved retention, she can help you ensure that students achieve their educational and career goals while you meet your business goals. She focuses on faculty development, retention and recruitment of students, project management, leadership and organizational learning opportunities. Lou is the author of The Accelerated Learning Fieldbook and Project Management for Trainers, IT Leadership Alchemy, Leadership Training, Training Triage and her newest book The 10 Steps of Successful Project Management. She is a frequent contributor to CCA's The Link, Computer World, Career College Central and Inside Indiana Business, among others, and publishes the monthly Learning Flash electronic newsletter. Lou is also the author of The People Side of Project Management, part of the Villanova Advanced Project Management certificate program. A popular speaker, Lou addresses national and international conferences such as the Career College Association, ACCET, Training 2008, Project Management Institute, Project World, LotuSphere, ASTD and the Society of Information Management (SIM). YouTube Interview with Lou Russell
- 7. Steps to Great Projects D efine P lan M anage R eview END START 1. Establish project scope 2. Set initial objectives 3. List risks/constraints 4. Document assumptions 5. Evaluate alternatives 6. Choose a course of action 7. Establish change management plan 8. Plan communications 1. Create schedule 2. Assign resources 3. Create budget 1. Control work in progress 2. Provide feedback 3. Negotiate for resources 4. Resolve differences 1. Turn over deliverables 2. Hold Project Review 3. Release resources 4. Document successes and failures 5. Celebrate accomplishments Page © Russell Martin & Associates www.russellmartin.com D are to P roperly M anage R esources!
- 11. Brainstorm the stakeholders, inputs and outputs Stakeholder (role not person) What I need from them What I will provide to them (final deliverables or requirements exchanges) Comments Project Sponsor Subject Matter Experts Users of the Project Deliverables Approval / Standards / Compliance Technical Experts
- 12. Establish Scope Travel Expense Form Budget status Funds available Project Sponsor Page For Do’s and Don’ts check out 10 Steps to Successful Project Management
- 15. Document Risks and Constraints Risk Mitigation: Detailed © Russell Martin & Associates www.russellmartin.com Page Risk Factor Likelihood Impact Action: Proactive Action: Reactive Part-time resources not available when needed M H Build schedule early Outsource work H = High M = Medium L = Low
- 16. Document Constraints Constraints © Russell Martin & Associates www.russellmartin.com Page TIME COST QUALITY /scope # 1 # 2 # 3
- 18. Establish Change Management Plan © Russell Martin & Associates www.russellmartin.com Type of change Decision Maker Advisors Comments Change in budget, schedule Sponsor Project Mgr Change in requirements Subject Matter Expert Project Mgr Assumes no change in budget, schedule Quality issues Project Mgr Functional area
Editor's Notes
- Go over the Contents – The point of PM is to COMMUNICATE. Everything we do on a project should improve COMMUNICATION. If not, don’t do it. PM is not hard – it just takes DISCIPLINE.
- IR – Increase Revenue, AC – Avoid Cost, IS – Improve Service (I call IRACIS the greek goddess of business) Business objectives clarify why this is a good investment for the enterprise. They may or may not be fully the responsibility of this project (for example, you may have a project to deliver leadership training, but the staff may not be held accountable for adopting new leadership behaviors). Ex: 2.1 Be sure the Business Objectives they write are not a ‘means to an end’. For example, “Implement Succession Planning” or “Implement a Learning Management System (LMS)” are not business objectives. Keep asking the question ‘WHY?’ until the answers reflects Increased Revenue, Avoided Cost, Improved Service, Regulatory or Competition.
- This is a visual way of explaining the scope of the project. The blue rounded rectangle in the middle specifies the project (‘A Miracle Occurs Here’ – no detail yet). The yellow boxes indicate the STAKEHOLDERS of the project – the providers and receivers of stuff from your project Go over this then ask what’s missing – they will come up with things to add for example: Where is the Project Sponsor? May not be on here – is the Budget Client also the Project Sponsor? Where is the Project Manager? ANSWER: In the Blue rounded rectangle – part of the project Who is installing the meeting software? Right now it looks like this project team is, NOT IT. Is that right? RULES: No two-headed arrows No data flows between two stakeholders (‘fence panels’). It’s out of scope. But if you want to show it because it communicates you can draw it with a dotted line. Data flows and stakeholders should be labeled with NOUNS. You do not have to have data flowing in AND out always from every Stakeholder, but it’s unusual if you do not. Have students build their own on flipchart paper, break into teams of 2 to walkthrough each others. Wander around and help them. Ask them to validate using business and project objectives. There is a template / worksheet on Ex 2.3 but they probably don’t have exactly 5 stakeholders, so it’s probably only good for a draft. Doesn’t matter what shapes or colors you use. Drawn by hand or with Post-Its improves communication. END OF DAY 1.
- Project objectives clarify how the project success will be measured at the end. Which project objective is not good? Why? (the last one – not measurable) Project Objectives will be: System objectives if it’s an IT project Learning objectives if it’s a learning project (the ABC works best in this case) Optional exercise 2.2
- Ask them to fill in Exercise 2.4 Review this page and re-emphasize that the Risk drives how much time you need to hold for Project Management. Remind the learners that the numbers they pick should be relative to their OWN experiences, and the experiences of their team. TECHNOLOGY means both ‘wires’ and processes / procedures / methodologies These three numbers will be averaged: 1 – 3 can be treated somewhat informally 4 – 6 spend a little more time on formal PM documentation and communication 7 – 8 formal, disciplined communication and PM (special care on risk contingency) 9 – 10 try to break down into smaller projects; very difficult to be successful
- Do this for projects > risk of 5 (from last page) The learners can use Exercise 2.5 to fill in for their projects. I usually tend to ‘ignore’ likelihood, because, unless you have historical data, you generally don’t really know what the likelihood is and it can lull you into thinking you don’t have to pay attention. Instead, I prioritize by IMPACT. Use Exercise 2.5 for them to try for their project – have each person share their biggest risk
- Optional Ex. 2.6
- These would be names of people and contact info