1. The Project Management Basics
Work Shop
By
Mitchell W. Manning, Sr.

2. foreword
• Prepared by Mitchell W. Manning, Sr. to serve as an example/guide for basic
project management training for individuals and organizations
• Note: This work shop is the companion piece for "The Project Management
Work Book" also on SlideShare.
• If needed, Mitch can help you customize the work shop and work book to your
company, your culture, your team, your project management policy, procedures,
and software.
• Email: MitchellWManning@aol.com
2

3. About the Work Shop
• This “hands on” work shop is designed to give newly assigned project team members an
understanding of project management basics, and the regulatory, technical, and behavioral
responsibilities and accountabilities. As a participant, you will learn and practice project
management basics in each of the five stages of project management, from initiating to
closing the project. You will be able to contribute more quickly and effectively in project team
assignments, and instruct others on the technical and behavioral responsibilities and
accountabilities within the project team.
• Project Management Basics are key to project success, for organizations and individuals
regardless of project complexity and size. All team members need to have a sound
understanding of project management basics, the technical requirements and the behavioral
skills to work with others effectively and successfully. Team members contribute more timely
and at a higher level when they are well trained and well treated. This course provides the
participants with the basic technical knowledge and behavioral skills.
• Newly assigned project team members; individuals with project responsibilities; project
trainers; and, individuals from human resources, manufacturing, finance, purchasing,
marketing and sales, logistics, and engineering who need a general understanding of project
responsibilities and accountabilities will benefit from the systematic and logical presentation
of the technical and behavioral basics gleaned from the experiences, and teachings, of
successful project team members/leaders/managers.
3

4. The Work Shop Plan
You will learn to:
• - define and scope a project
• - apply 6 key questions in 5 key project stages
• - define and lead initiating, planning, staffing, controlling, and closing projects
• - map a project and apply the seven basic tools essential to effective project
management
• - contribute to and lead effective project meetings
• - contribute to and lead effective project problem solving and decision-making
4
Day One/Lesson One

5. Day Two/Lesson Two
You will learn to:
• - present yourself to the project manager and project members
• - assess you project management experience
• - work with the best project team member, and the worst
• - use your organizational values and ethics to motivate the project team
• - present your ideas
• - train others
• - evaluate others
• - plan next steps
• - give positive and negative information/feedback
• - summarize and close meetings
• - self-analyze for strategic project leadership
• - explore project management websites for growth and development
5

6. Day Three/Lesson Three
You will learn to:
• - describe the project to key stakeholders
• - write the project charter
• - document the preliminary project proposal questions
• - build project support and gain buy-in
• - plan project resources
• - sell your project to others
• - build external project support
• - use a project checklist for strategic leadership from beginning to close
6

7. Let’s Get Started
• Let me tell you about myself…
• Now, tell me
– Who are you?
– What do you do?
– Why are you here?
– What does project success mean?
– Why do some projects fail?
7

8. Project Management
The time-bound use
of limited resources
to achieve a fixed outcome.

9. Why Project Management?
Technical
• Competence
• Approach
• Deployment
• Results
– Time
– Cost
– Schedule
– Compliance
– Progress
Behavioral
 Attitude
 Expectations
 Confidence
 Work/Life
Balance

10. Project Management Basics Workshop:
Key Principles
• Know what you need
• Know when you need it
• Know what you can pay
10

11. Project Management Basics Workshop:
Guidelines
• Priorities Based
• Process Focused
• Systems Aligned
• Systems Integrated
• Results Driven
11

12. • One Page Project Process Map
• One Page Question to the Void Worksheet
• One Page Project Overview Worksheet
• One Page Project Initiating Worksheet
• One Page Project Planning Worksheet
• One Page Effective Meeting Worksheet
12
Project Management Basics Workshop:
Technical Quick Connects

13. The Thinking Process for Projects
• Situation Appraisal
– Opportunity Analysis
– Potential Problem Analysis
– Decision Analysis
– Problem Analysis

14. The Origin of Projects
• Aware
• Believe
• Comprehend
• Develop
• Excel

15. The Project Process
• Initiating
• Planning
• Executing
• Controlling
• Closing

16. Project Management Basics Workshop:
Plan The Project
• Project Mission
• Identify Desired Outcomes
• Identify Customers
• Identify Customer Requirements
• Identify Supplier Specifications
• Identify Steps In The Process
• Identify Measures
16

17. Project Management Basics Workshop
Analyze The Project Opportunity
• Define the Project
• Explore the Project
• Analyze the Project
• Identify Potential Solutions
• Select Solution(s)
17

18. Project Management Basics Workshop:
Lead The Project
• Design the Project Plan
• Implement the Project Plan
• Evaluate the Outcome
• Achieve Desired Outcome
• Yes
– Document and Standardize
– Monitor
• No- Identify Cause
– Yes, go to Design Project Plan
– No, go to Explore the Project
18

19. Project Vision and
Mission Statements
Identify Desired Outcome
Identify Customers
Identify Customer
Requirements
Identify Supplier
Specifications
Identify Steps in the Process
Tools:
Identify Measures
Define the Project
Analyze the Opportunity
Identify Choices
Select Best-Balanced
Choice
Design the
Project Plan
Execute and
Control the Project
Evaluate
Outcome
Desired Outcome
Achieved?
Monitor
Yes
Cause
Identified
?
1 2 3
Top-down Flow Chart
Flow Chart
Work Flow Diagram
Document &
Standardize
Yes
Quality Systems
Approach
No
Yes
No
Explore Causes
Cause-Effect
Diagram
Collect & Analyze Data
Pareto Diagram
6 3 9
6
3
1
11
1111
11
Type
Size
Check Sheet
Histogram Run Chart
Scatter Diagram Control Chart
Phase I: Plan Project Phase II: Analyze Project Phase III: Lead Project
One Page Project Map
.
.
. .
.
. .

20. Exercise One: Project Management
• What can we add to the Project Map?
– 10 minutes in teams
– Debrief in large group
• Watch “We Are On The Same Team” and
identify the project and key stakeholders
– 20 minutes
– Debrief in large group
20

21. PMBOK Basics
5 Basic Process Groups
• Initiating
• Planning
• Executing
• Monitoring and Controlling
• Closing
9 Knowledge Areas
• Integration Management
• Scope Management
• Time Management
• Cost Management
• Quality Management
• Human Resource Management
• Communications Management
• Risk Management
• Procurement Management
http://en.wikipedia.org/wiki/Project_Management_Body_of_Knowledge

22. Project Management Knowledge
What
Why
How
Where
When
Who

23. Project Management Basics Workshop:
Question to the Void
• What is the project?
• Why have the project?
• How to do the project?
• Where is the project?
• When is the project?
• Who does the project?
23
Initiate
Plan
Execute
Control
Close

24. I Keep six honest serving-men:
(They taught me all I knew)
Their names are What and Where and When
And How and Why and Who.
I send them over land and sea,
I send them east and west;
But after they have worked for me,
I give them all a rest.
I let them rest from nine till five.
For I am busy then,
As well as breakfast, lunch, and tea,
For they are hungry men:
But different folk have different views:
I know a person small--
She keeps ten million serving-men,
Who get no rest at all!
She sends 'em abroad on her own affairs,
From the second she opens her eyes--
One million Hows, two million Wheres,
And seven million Whys!
Rudyard Kipling
"The Elephant Child"

25. Project Management Basics Workshop:
One Page Project Overview
• Initiating
• Planning
• Executing
• Controlling
• Closing
25

26. Project Management Basics Workshop:
One Page Project Initiating Worksheet
• Initiating
– Members
– Money
– Machines
– Materials
– Methods
• Create/Innovate
• Negotiate
• Communicate
• Motivate
• Educate
• Administrate
26

27. Project Management Basics Workshop:
One Page Project Planning Worksheet
• Planning
– Members
– Money
– Machines
– Materials
– Methods
• Defining
• Scoping
• Risk Analysis
27

28. One Page Project Overview
How Where When Who
Initiating Headquarters First Quarter Sponsor
Members Sponsor/Client
Money Sponsor/Client
Machines Sponsor/Client
Materials Sponsor/Client
Methods Sponsor/Client
Create/Innovate Client/Sponsor
Negotiate Sponsor/Client
Communicate Sponsor/Client/Manager
Motivate Sponsor/Leader/Client
Educate Leader/Sponsor/Client
Administrate Manager/Sponsor/Client
Planning Headquarters/On-Site Second Quarter Sponsor/Manager/Client
Members Operations
Money Finance
Machines Operations
Materials Operations
Methods Administration
Defining
Scoping
Risk Analysis
Scheduling
Executing On-site Second - Fourth Quarter Team
Basic Process Model
Controlling On-Site/Headquarters/Client Second - Fourth Quarter Sponsor/Team/Client
Situation Appraisal Team
Closing On-site Fourth Quarter Sponsor/Manager/Client

29. Exercise Two: Are Meetings Projects?
• Individually – list how meetings and projects are similar.
• Table Group-discuss the importance of using the project
management process for important meetings.
• What are the key components of an effective meeting?
• How much time does each key component deserve?
• Choose one person to report to large group.
29

30. Project Management Basics Workshop:
One Page Effective Meeting Worksheet
• Roles
• Attendance
• Date
• Cost
• Start
• History
• Action
• Rate
• Plan
30
Start
History
Action
Rate
Plan

31. TEAM NAME____________________LEADER_____________________DEPT____
FACILITATOR___________________RECORDER__________________DATE____
MEMBERS' NAMES TEAM MEETING COSTS
______________________ _______________number of members present
______________________ _______________(times) average hourly rate
______________________ _______________(times) average benefit value
______________________ _______________(equals) meeting costs
START: Time______Location______Guests_______
List objectives of This Meeting
_________________________________________________________________
_________________________________________________________________
HISTORY: Read and Approve Previous Meeting Minutes Yes____No_____
List Old Business Discussed
______________________________________________________________
______________________________________________________________
ACTION: Describe How the Objectives of This Meeting Were Accomplished
______________________________________________________________
______________________________________________________________
RATE: How Do We Feel About This Meeting? _____________________
What Will We Do Different Next Meeting? _________________________
PLAN: Schedule the Next Meeting, List Objectives, List Assignments
Date:_____________Time:___________________Location:______________
Objectives: _____________________________________________________
_______________________________________________________________
_______________________________________________________________
Assignment Responsible Party Due Date
_______________________________________________________________
_______________________________________________________________

32. Project Management Culture
Institutions
Language
Technology
Art

33. Project Management Resources
Members
Machines
Materials
Methods
Money

34. Project Management Responsibilities
• Issues
• Actions
• Assignments
• Resources
• Schedules
• Review
• Control

35. Project Management Roles
Sponsor
Stakeholder
Leader
Member
Observer

36. Basics of Behavior
Situation or Task
Observation
Decision
Actions
Results
Consequence

37. Project Management Behaviors
Create
Innovate
Communicate
Motivate
Administrate
Delegate
Evaluate
Negotiate
Celebrate
Orchestrate
Eliminate
Integrate
Educate
Accelerate
Inflate
Deflate
Investigate
Estimate

38. Exercise Three:
• Individually: List strengths and weaknesses of
your project management skills.
• Table Group: List ways to strengthen your
project management weaknesses.
• Choose one person to report to the large
group.
38

39. 39
CDRH Strategic Plan

40. 40
CDRH Strategic Plan
Our Mission
Promoting and protecting public health by
ensuring the safety and effectiveness of
medical devices and the safety of
radiological products

41. 41
CDRH Strategic Plan
Our Vision
Ensuring the health of the public
through out the Total Product Life Cycle
(TPLC)

42. 42
CDRH Strategic Goals
Goal 1: Public Health Impact
Goal 2: Magnet for Excellence
Goal 3: Knowledge Management
Goal 4: Total Product Life Cycle (TPLC)

43. 43
Strategic
Plan
Goals
Priorities
Focus Areas &
Initiatives
Scorecards &
Budget
Execution &
Evaluation

44. 44
In its most fundamental sense,
execution is a systematic way of
exposing reality and acting on it
“We don’t think ourselves into a new
way of acting, we act ourselves into a
new way of thinking”
Execution

45. 45
How do we execute the strategic plan?
Project Management Plans
• Long term projects
• New initiatives
Scorecards
• Performance in Key Result Areas (KRAs)

46. 46
Meeting MDUFMA Performance Goals
We're setting milestones for review…
Scientific Review Scientific Review Interactive Review
Filing Review
Panel Planning
Closeout Review
Panel Go/No Go
Panel Meeting
Final Decision
320 days
Major
Deficiency
Letter
Clock
Stops
Consults
Complete
PMA Received
Status Letter
Filing Letter

47. 47
Quality System for Application Review
We're using quality systems to assure quality reviews…
• Focusing on selected cross-cutting
areas
– e.g., biocompatibility
• Using retrospective (post-decision) peer
assessments
• Assembling quality assessment teams
• Continuing with pilot program

48. 48
So why do we need a strategic plan?
We’re using strategic planning to meet our challenges…
• Managing a changing workload
• Meeting changing stakeholder demands and
expectations
• Making best use of our limited resources
• Conducting business in an open and
transparent manner
• Looking beyond the next “fire drill”!

49. 49
And what do we need from you?
Awareness
Energy
Ideas
Patience
Support

50. 50

51. Exercise Four: First Things First
• Individually: List project management
priorities in priority order.
• Table Group: Discuss and decide project
management priorities in priority.
• Choose one person to report out to large
group
51

52. Project Scope
1 2 3 4 5
HML HML HML HML HML
HML HML HML HML HML
HML HML HML HML HML
HML HML HML HML HML
HML HML HML HML HML
Money
Projects
Members
Machines
Materials
Methods

53. Risk Management Basics
1 2 3 4 5
HML HML HML HML HML
HML HML HML HML HML
Probability
Risks
Seriousness

54. Cost/Benefit Basics
1 2 3 4 5
HML HML HML HML HML
HML HML HML HML HML
Cost
Options
Benefit

55. Defining the Project
TELL: What we are going to do.
Why we are doing it.
How we will do it.
Where we will do it.
When we will do it.
Who we will do it for.

56. Project Action Planning
Identify and prioritize the issues.
Plan, organize, and execute the action items.
Assign, direct and support the responsibilities.
Schedule, allocate and control the resources.
Schedule,commit to, and meet the target dates.
Close project and plan next steps.

57. One page project map
One page project overview
initiating overview
planning overview
executing overview
controlling overview
closing overview
One page meeting overview
Project Management
Quick Connects

58. • To better understand your project
stakeholders, you need answers to:
– Who are my stakeholders? Where?
– What do they need? Where, When and Why?
– How will they measure my performance?
– What does the stakeholder expect?
– What is the stakeholder’s perception?
Questions for Success

59. Project Management Basics Workshop
Conclusion
59
Apply the Key Principles
Know what you need
Know when you need it
Know what you can pay
Follow the Guidelines
Priorities Based
Process Focused
Aligned
Integrated
Results Driven
Mitchell W. Manning Sr. manningmitch@aol.com
Chief Priorities Officer 252.714.3481 cell
Priorities Limited LinkedIn.com

60. Project Management Basics
Behavioral Quick Connects
Day 2

61. Project Management Basics – Behavioral Quick Connects
Day Two/Lesson Two
You will learn how to:
• present yourself to the project manager and project members
• assess your project management experience
• work with the best project team member, and the worst
• use your organizational values and ethics to motivate the project
team
• present your ideas
• train and evaluate others
• plan next steps
• give positive and negative information/feedback
• summarize and close meetings
• self-analyze for strategic project leadership
• explore project management websites for growth and development
61

62. Presenting Yourself
Exercise One
• My job is…
• This is what I’m good at…
• This is how I work best…
• These are my values…
• This is the contribution I plan to make…
• These are the results I expect to deliver…
• This is how I expect to be held accountable…

63. Presenting Yourself
Exercise One - continued
Keep a list of your successes.
• Situation or task assignment
• Observation
• Decision
• Action
• Result
• How I feel
• What I learned
NFL

64. Self Assessment
Project Management Experience
• How do you feel about your project
experience?
• What would you do differently?
• List the Positive and the Negatives
• What do you want to do differently when you
return to work as a result of this course?

65. Best Team Member
and Worst Team Member
Exercise Three – Project Management Basics
• List behaviors of the best team member.
• List behaviors of the worst team member.
montana

66. Organization Values and Ethics
Exercise Four – Project Management Basics
• List your organizations values. Give a positive
action, specific and measurable, for each.
1.
2.
3.
4.
5.
TRC
Attends DSM

67. Presenting Your Ideas
Exercise Five – Project Management Basics
• Subject
• Objective
• Present Situation
• Proposal
• Advantages (3)
• Disadvantages (2)
• Action
COSTA

68. Training Others
Exercise Six – Project Management Basics
• What
• Why
• How
• Example
• Application
• Evaluation
• Summary and Next Steps
Cement

69. Evaluating Others
Exercise Seven – Project Management Basics
Agreement
Plan
Process
1. How do you feel about?
2. What would you do differently?
3. What else?
4. This is how I feel about…
5. This is what I need to share…
6. Allow response, clarify and confirm evaluation
7. Set new agreement and plan.
bricks

70. Planning Next Steps Using
Situation Appraisal
Exercise Eight – Project Management Basics
Situation Owner Customer Action Resources Dates
Opportunities
Problems
Decisions
Potential
Problems
hydro

71. Evaluating and Giving Feedback
Exercise 9 – Project Management Basics
Ratings
Comments
Instructions: Complete the Course Evaluation on Page 21.

72. Summarizing and Closing
Exercise Ten – Project Management Basics
Key Points
Questions
Actions

73. Exercise Eleven – Strategic Leadership
1. Leadership
2. Strategic Planning
3. Customer and Market Focus
4. Measurement, Analysis, and Knowledge Management
5. Workforce Focus
6. Process Management
7. Results
73

74. Project Management
Website Exploring
Exercise Twelve – Project Management Basics
Project Management Institute
SlideShare
ProjectManagementBookofKnowledge
Wikipedia
Project_Management
Amazon.com
Project Management Books

75. Day Three – Lesson Three
Project Management Basics:
Technical Quick Connects
75

76. Day Three/Lesson Three
You will learn to:
• describe the project to key stakeholders
• write the project charter
• document the preliminary project proposal questions
• build project support and gain buy-in
• plan project resources
• sell your project to others
• build external project support
• use a project checklist for strategic leadership from
beginning to close the project
76

77. Project Management Basics:
Review The Course Objectives
• A “hands on” workshop
• Learn and practice project fundamentals
• Experience five stages of project management,
• Contribute more quickly and effectively
• Instruct others
• Work with others effectively and successfully
• Contribute more timely and at a higher level
• Lay a foundation of technical knowledge
• Enhance the behavioral skills.
• A general understanding of project responsibilities and accountabilities
• A systematic and logical presentation
• Drawn from the experience and teaching of gurus and role models
77

78. Review Day One/Lesson One
You learned to:
• define and scope a project
• apply 6 key questions in 5 key project stages
• define and lead initiating, planning, staffing,
controlling, and closing projects
• map a project and apply the seven basic tools
essential to effective project management
• contribute to and lead effective project meetings
• contribute to and lead effective project problem
solving and decision-making
78

79. Review Day Two/Lesson Two
You learned how to:
• present yourself to the project manager and project members
• assess your project management experience
• work with the best project team member, and the worst
• use your organizational values and ethics to motivate the project team
• present your ideas
• train and evaluate others
• plan next steps
• give positive and negative information/feedback
• summarize and close meetings
• self-analyze for strategic project leadership
• explore project management websites for growth and development
Why?
79

80. Project Management
Communication Work Book
Step 1: Describe the Project
Step 2: Write the Project Charter
Step 3: Preliminary Project Proposal Questions
Step 4: Building Project Support and Getting Buy-in
Step 5: Project Resource Planning
Step 6: Selling Your Project
Step 7: Building External Project Support
Step 8: Project Checklist for Strategic Leadership
80

81. Step 1: Describe the Project
• Who is the sponsor?
• What is the project, and its scope?
• Why is the project important?
• How will the project be managed?
• What resources are needed? Where and When?
• Where is the project located?
• When does the project start and close?
• Who is on the project leadership team?
• What are the project roles, responsibilities and
accountabilities?
81

82. Step 1: Describe the Project, cont’d
• What is my assignment?
• Why am I on the project team?
• When do I work on the project (start and
finish)?
• Who are my customers?
• Who do I report to?
• Where will my efforts be directed?
82

83. Step 2: Write the Project Charter
• Provide project specific information/data: Include your mission statement, brief
description of your project assignment, number of people served, and staff,
volunteer and project team data, if appropriate.
• Describe the need: Clearly, concisely and specifically tell the sponsor why there is
a project.
• Explain what you will do: Describe precisely what will take place as a result of the
resources. Provide just enough detail to strengthen the sponsor's interest and
support.
• Overview Needed Resources: Begin with reference to your prior contact with the
sponsor, if any. Clearly and concisely state the resources required for completing
the project/your assignment.
• Close: Connect your proposal and mission to the sponsor's mission and interest.
Tell how the project outcomes will serve your assignment and the sponsor's
interests.
83

84. Step 2: Write the Project Charter
continued
Charter Attachments:
• Budget - Show the total cost of the project. Include future funding only if the
absence of the information will raise questions.
• Project Team List - provided by the Project Planning Team
• Charter - provided by the Project Planning Team
• Financial Documentation - provided by Project Planning Team
• Brief Bios of Key Team Members - include only project related education and
experience.
Why?
84

85. Step 3: Preliminary Project
Management Questions
• What resources will you need?
• What capabilities do you, and your project
team, have?
• List Sponsor support for executing the project.
• List additional support needed, if any, for
executing the project proposal.
85

86. Step 4: Building Project Support
and Getting Buy-in
• Identify two or three related major organizational challenges/problems
your sponsor is currently facing.
• Describe how your project/idea relates to or helps resolve these
opportunities/problems.
• Who are the project sponsor(s) and project champion(s), and why?
• What can these people contribute to executing the project?
• What role will each person have, and responsibilities and accountabilities?
86
phone

87. Step 5: (1 of 3 slides)
Resource Planning for the Project
Available Resources: List and Describe
1. Members: List and describe people with special knowledge, skills, and
related project experience.
2. Facilities: List and describe needed facilities.
3. Machines: List and describe available needed equipment.
4. Materials:
5. Money:
6. Time:
7. Methods:
87

88. Step 5: cont’d 2 of 3
Resource Planning for the Project
Needed Resources: List and Describe
1. Members: List and describe people with special knowledge, skills, and
related project experience.
2. Facilities: List and describe needed facilities.
3. Machines: List and describe available needed equipment.
4. Materials:
5. Money:
6. Time:
7. Methods:
88

89. Step 5: cont’d 3 of 3
Resource Planning for the Project
Prepare a compelling presentation to share:
• Who is needed on your project team?
• What can these people contribute to executing the project?
• What role, responsibilities and accountabilities will each person have?
• What is the project evaluation plan?
– How will it be used for monitoring and controlling the project?
– How will it be used for initiating, planning, executing and closing the project?
89

90. Step 6: Selling Your Project
• Tell how and why your project is unique:
• Tell how and why your project is timely:
• Tell how and why your project is urgent:
• Tell how and why your project is compelling:
• Tell how your implemented project will capitalize on the organization's
strengths:
• Tell how your project will capitalize on the sponsor's
interests/mission/strengths:
• Tell how your implemented project will address your organizations
opportunities/problems/challenges/weaknesses:
90

91. Step 7:
Building External Project Support
• Networking: List organizations/individuals/groups with shared interests in your
project outcomes/impact.
• Personal Contacts: List contacts you have and need to have.
• Meetings and Conferences: List meetings and conferences to attend where you
can meet and talk with people with shared interests and experience about your
project.
• Collaborating People and Organizations: List organizations and contact people.
Initial Contact: List and provide contact information for initial contacts.
(First contact should be by phone, then letter, email, and visit.)
• Benefits of Collaboration: List the advantages to these organizations of working
with you and your organization on your project.
91

92. Step 8: Project Checklist for
Strategic Leadership
1. Confirm Strategic Need by using current year planning process documentation.
2. Draft initial project idea.
3. Assess your individual and organizational capability.
4. Assess the need for the project.
5. Identify and select the funding source(s) for the project.
6. Plan the project.
7. Write the project charter.
8. Gain project approval and commitment.
9. Execute the project.
10. Manage and document the project.
11. Evaluate the project management. (go to next slide, 2 of 2 for Step 8)
12. Close the Project.
13. Celebrate
92

93. Step 8: Project Checklist for
Strategic Leadership, 2 of 2
Then, Evaluate the Project Management.
Impact in benefits to the Sponsor and Target Population
Financial documents (budget, invoices, contracts)
Personnel documents (time, salary, benefits, recruiting, hiring, evaluation)
Project checklist (goals compared to outcomes)
Executive Summary of project plan and project execution schedule.
93

94. Training and Development
“Lets Go Exploring.”
Wikipedia
SlideShare
Youtube
Google
Benchmark and Commitments
(Begin with the end in mind)
94

95. Conclusion
• Projects must be conceived, and believed, to
be achieved.
• Project teams need communication,
motivation, education, and administration to
achieve acceleration.
• Projects must be documented, analyzed and
evaluated, to be appreciated.
“Got a project? You can do it: under budget; ahead of schedule; and above expectations.”
with Project Management Basics Mitchell W. Manning Sr.
95

96. Before You Go
Evaluate the Class – Project Management Basics
– Overall course rating
• Did the course meet objectives?
• Did the course meet your expectations?
– Course Content
• Was understandable
• Materials were effective
• Concept and skills can be easily applied
– The Instructor’s Knowledge and Performance
– Other Comments
• Share things you would change (negatives)
• Share things you would keep the same (positives)
96

97. About Mitch
• Mitchell W. Manning, Sr.
• Chief Priorities Officer, Priorities Limited
• Mitch is a GlaxoWellcome retiree (now GlaxoSmithKline). Positions held
during his career are: Lead Chemical Processor, Senior Validation
Specialist, Section Head of Employee Involvement (Project Teams), and
Section Head of Regulatory and Technical Training.
• He helped develop the criteria for the Malcolm Baldridge National Quality
Award and served two times as an Examiner for the award. He also served
two times as an Examiner for the President's Quality Prototype Award.
• Additional information about Mitch is available on LinkedIn.
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98. Links to Mitch’s SlideShares
Project Management
• Project Management Basics
• http://www.slideshare.net/FastFix/project-management-basics-15014809
• Project Management Made Simple: Using Quick Connects
• http://www.slideshare.net/FastFix/project-management-made-simplev2003final-
3170477
• Project Management Quick Connects: Essential Technical and Behavioral Skills for
Project Success
• http://www.slideshare.net/FastFix/project-management-quick-connects
• Process Mapping for Systems Improvement
• http://www.slideshare.net/FastFix/process-mapping-for-systems-improvement
• Grant Writing: The Project Proposal Work Book
• http://www.slideshare.net/FastFix/grant-writing-project-proposal-workbook
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99. Links to Mitch’s SlideShares
• Leadership and Self-Development
• Time Management: Skills, Tools and Techniques for Taking Control of Your Time
• http://www.slideshare.net/FastFix/time-managementforprioritieslimited
• Leadership and Teambuilding Skills: for Enhancing Motivation and Behavior
• http://www.slideshare.net/FastFix/leadership-and-team-building
• New Team Leader Work Book: A Guide for New Teams and Newly Appointed
Leaders
• http://www.slideshare.net/FastFix/new-team-leader-workbook
• Insights Into Work Life Balance: Empowering MegaCorp (the slides)
• http://www.slideshare.net/FastFix/empowering-mega-corp-slides
• Insights Into Work Life Balance: Empowering MegaCorp (the fable)
• http://www.slideshare.net/FastFix/empowering-mega-corp-4956999
• Working With People: Six Core Principles
• http://www.slideshare.net/FastFix/working-with-people
• What To Say To Build Relationships
• http://www.slideshare.net/FastFix/what-to-say-to-build-relationships
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100. Links to Mitch’s SlideShares
Training
• Training and Performance Management Guide
• http://www.slideshare.net/FastFix/training-and-performance-management-guide
• Corporate Training and Development Catalog
• http://www.slideshare.net/FastFix/corporate-training-and-development-catalog
• Corporate Training Documentation: Learning Management Systems Basics
• http://www.slideshare.net/FastFix/corporate-training-documentation-
management
• Corporate Training for the Management Team
• http://www.slideshare.net/FastFix/corporate-training-for-the-management-team
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101. Links to Mitch’s SlideShares
Regulatory Compliance
• Managing Regulatory Compliance: Responsibility and Accountability for All Levels and All Positions
• http://www.slideshare.net/FastFix/managing-regulatory-compliance
• Regulatory Compliance: One Consultant's Perspective
• http://www.slideshare.net/FastFix/regulatory-compliance-2010-one-consultants-perspective
• The Ethics of (Regulatory) Compliance
• http://www.slideshare.net/FastFix/the-ethics-of-compliance
• Trends In GMP Compliance
• http://www.slideshare.net/FastFix/trends-in-gmp-compliance-2012
• Quality Systems Investigation Technique
• http://www.slideshare.net/FastFix/quality-systems-investigation-technique
• Quality Systems Approach Overview
• http://www.slideshare.net/FastFix/quality-systems-approach-overview
• Leadership for the FDA Inspection: The Managers' Review
• http://www.slideshare.net/FastFix/leadership-for-the-fda-inspection-the-manager-review-2195423
• Teambuilding for the FDA Inspection: The Employees' Review
• http://www.slideshare.net/FastFix/team-building-for-an-fda-inspection-the-employee-review
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102. Links to Mitch’s SlideShares
Job Interviews
• How to Mind Read Your Interviewer: To Get the Job Offer
• http://www.slideshare.net/FastFix/how-to-mind-read-the-interviewer
• Learn to Mind Read the Interviewer: To Be Your Best At Job Interviews
• http://www.slideshare.net/FastFix/learn-to-mind-read-the-interviewer
• Career Development: A Fifty Year Process
• http://www.slideshare.net/FastFix/career-development-a-fifty-year-process
• Job Interview Skills Work Book
• http://www.slideshare.net/FastFix/interview-skills-clinic-work-book-for-slide-share
• Job Interview Skills Clinic (the slides)
• http://www.slideshare.net/FastFix/interview-skills-clinic
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