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The Three Critical Roles of a Project Manager
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FastStart Video Introduction
The Team Leader
maximize team performance
Team Performance
Framework for Team Development
What are we doing?
Why are we doing it?
Why am I/are you here?
Can we work together?
Did we accomplish our goals?
What did we learn?
What's next?
Are we delivering?
Are we collaborating?
Are we learning?
How can we improve?
Are we in it together?
Are we aligned?
How will we do it?
Who does what, when, where, how?
FastStart™ Process
CASE FOR CHANGE
FUTURE STATE DEFINITION
CASE FOR CHANGE
IN SCOPE/OUT OF SCOPE
20-WORDS
DEFINING THE FUTURE STATE
Imagine that...
...we have been successful in implementing...
What would that look like?
CLARITY
ENERGY
COMMITMENT
PURPOSE
20-WORDS
MORE OF.../LESS OF...
In 20-words or less how would you describe the PURPOSE of the project?
Collect input in individual Post-It notes
Look for similarities & clarify as necessary
Combine statements into collective statement
STAKEHOLDER ASSESSMENT
STAKEHOLDER ENGAGEMENT PLAN
4 P's OF UNDERSTANDING
Thank You!
To receive access to our FastStart Toolkit, email:
marcelino@smartchangesolutions.com
The Three Critical Roles of a Project Manager
PURPOSE: help you become a better PM
PRODUCT: ideas & tools to apply
PROCESS: your role as...
Team Leader
Facilitator
Change Agent
The Facilitator
The Change Agent
Productivity
Quality
Effort
8=M
M=15
14
18
15
21
17
16
18
24
16
14
12
19
16
18
15
3
5
7
4
8
4
6
11
9
4
6
3
6
7
12
ACTION
COMMITMENT
ACCEPTANCE
AWARENESS
BEHAVIOR CHANGE
FastStart™ Process
CASE FOR CHANGE
FUTURE STATE DEFINITION
IN SCOPE/OUT OF SCOPE
20-WORDS
MORE OF.../LESS OF...
Define & Communicate
STAKEHOLDER ASSESSMENT
STAKEHOLDER ENGAGEMENT PLAN
4 P's OF UNDERSTANDING
Measure
Systems & Structures Framework
Reinforce
BEHAVIOR CHANGE
CLARITY & ALIGNMENT
ALIGNMENT
Effective Dialogue
Clear Expectations
FastStart™ Process
CASE FOR CHANGE
FUTURE STATE DEFINITION
IN SCOPE/OUT OF SCOPE
20-WORDS
MORE OF.../LESS OF...
STAKEHOLDER ASSESSMENT
STAKEHOLDER ENGAGEMENT PLAN
4 P's OF UNDERSTANDING
3 Secrets to Productive Meetings
Meaningful Dialogue
Content vs. Process
Gather data
Plan
Persuade
PURPOSE
Strategies to Manage Content
Strategies to Manage Process
- Feedback
- Req's document
- Assessment/Evaluation
- Decision
- Feedback
- Next steps
- Defined activities
- Deliverables
- Schedule
- Roles & Responsibilities
Decide
Solve/Improve
Create
- Design draft
- Proposal
- Next steps
- Decision
- Timing
- Trade-offs
- Next steps
- Problem statement
- Alternatives
- Agreements
- Next steps
- Verb + Noun
- Specific deliverable
- Define "owner"
PRODUCT
RESOLUTION
ACCEPTANCE
- Trust
- One-on-one
- Fun factor
- Focus
- Assumptions
- Flow
ACCEPTANCE
Rethink 'Resistance'
DOCUMENT
Involve & Engage
- Be objective
- Write what people said
- Be specific (one week test)
Structure
Content
Flow
- Gestures & Facials
- Tone & Volume
- Direction & Frequency
PREPARE
- Tools to use
- Questions to ask
- Activities to do
- Sequence
- Transitions
- Timing
- Topics to discuss
- Question to answer
- Information to share
PROCESS
CONNECT
OBSERVE
CLARITY
TRUST
Purpose
Communication
Clarity
Alignment
Commitment
What are the expectations?
Where is the power/influence?
What are the priorities?
Decrease disruption & low productivity
EXECUTION
RESULTS
STABILITY
ACTION
Process
ANOTHER BAD
STORY
CONFUSION
FEAR
STORMING
Communication
Clarity
Alignment
Commitment
Accelerate realization of benefits
ANXIETY
INACTION
TRANSFORMING
Communication
Clarity
Alignment
Commitment
NORMING
What are the benefits of doing the project?
What are the implications of not doing it?
For the customers
For the employees
For the company
Organizational Performance
Duration of Transition
Product
DOCUMENT
PERFORMING
Reduce total costs of implementation
high performance teams
FORMING
EXCUSES
BLAMING
productive meetings
meaningful dialogue
SUSTAINABILITY
CAPABILITY