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Project management uw oshkosh 2010
- 1. “What I wished they would have told me before I became a PM” John M. Muraski, MS, PMP UW Oshkosh April 28, 2010
- 2. This Presentation now interactive! http://johnmuraski@wordpress.com
- 5. MS UW Oshkosh Information Systems
- 7. 2002–2004 Associated Bank Assistant VP/Project Manager
- 9. Chapter provides programs, training, networking and career growth opportunities.
- 10. Currently serving as President of the Chapter.
- 11. Previous roles include President-Elect, Vice President of Events, Vice President of Membership Director at Large, Director of Publicity.www.pmi-new.org
- 12. Keys to Project Management
- 14. Church
- 15. Community
- 16. Work What did you learn from your involvement?
- 17. Keys to Project Management
- 18. Beginning Project Management: Career Decision Find out what they want and give it to them!
- 19. How long does it take to be a competent PM? 3 to 7 years – The average time a director of project managers feel that a PM is competent Some … never! Career Decision
- 20. Normal PM Progression Career Decision
- 21. Where am I? Career Decision
- 22. Educational Considerations Take Project Management Courses PM Science (Classes, Seminars & Workshops) Soft Skills (Classes, Seminars & Workshops) Pursue Masters Degree UW Platteville MS PM Degree (Online) Career Decision Business Acumen
- 24. Keys to Project Management
- 26. Know thy Business (cont) Business Acumen Customers Know who your customers are. Know what your customers want. What is important to customers? Is your effort adding value or cost to customer?
- 27. Keys to Project Management
- 28. Competencies Interpersonal Competency Possess good listening skills. Communicate with others. Speak clearly. Leadership Competency Delegates work and empowers others. Encourages partnering. Supports team building. Soft Skills Competency
- 29. Know thyself before others Understand Personality and Communication Styles of YOURSELF and OTHERS. MBTI Colors Facilitation Training Reflective Leadership - Journaling Soft Skills Competency
- 30. Communication face-off Soft Skills Competency Typically, provide overall goal and project constraints. They own the results. Provide resources , could be responsible for the work quality and validates approach Provide success measures and approve results Do it, do it, do it. Need help in administrative process, reason for the project, supports status, issue and problem reporting/ resolution.
- 31. Team Questions Soft Skills Competency
- 32. Peer Questions Soft Skills Competency
- 33. Senior Management Questions Soft Skills Competency
- 34. Keys to Project Management
- 35. How can I work with others? PM Competency Ask them! No Guessing!
- 36. Do I follow a process? PM Competency
- 37. Typical Project Process PM Competency Controlled to achieve the business purpose of the project!
- 38. Project Types Overview PM Competency
- 39. Keys to Project Management
- 40. How to raise my competence
- 41. How did my approach work?
- 42. What do I need to change? Better Process Clearer Communication Understand Expectations Better Sponsor relationships Improve Techniques Provide Mentoring Build Cooperation Focus on my behaviors
- 44. Success
- 45. Contact John M. Muraski, MS, PMP
Hinweis der Redaktion
- I woke up one morning and went into work. After some time of leading projects, I was named “project manager”. This was interesting and appreciated, but then it hit me. What should I be doing differently? With the title what expectations have changed? Careful what you ask for, right.No problems, I just went to my company process store and ……. Oh yeah, we didn’t have one. Well that’s okay I found my company mentor/coach and started to ask…… oh yeah, didn’t have one of those either. Well I had a problem the title came with a project and it was underway. So, I set aside my ideas around determining what to do and just started working the job. I went to bed that night thinking about my new role. I woke up the next morning, Sonny and Cher were on the radio, it was snowing outside and I heard someone on the radio say “good morning campers, it’s a cold one out there”. Yep, I was in project management Ground Hog day. Getting back to spending time on making myself out to be a better project manager became a challenge due to time constraints. Taking a few simple approaches to learning can greatly help.Now many of you are smarter than me, right. Maybe you spent the time to learn and understand before doing it. I am doing the work that I do today because I don’t want you to spend the amount of time in the school of hard knocks that I had to spend. If I can help you accelerate your learning curve by one day, week, month or year, I would consider it an accomplishment. Big ideaWithout dedicated focus towards improvement, Project Managers can easily slide into a place where we do the same things hoping to improve our results without improving our processes to get there. Perfect practice makes perfect So how do we get perfect practice? (mentoring, defined process, self awareness, training, PMI education, Community of Practice)One day I went into work and I was quite proud. After years of hard work, I was now called “Project Manager”. It was a great day. I finally received some recognition for the work that I did. This was a blessing and a curse. I wasn’t sure exactly what that meant. Oh, sure I could put together a schedule, develop a charter, gather estimates, and write status reports but; what is the role that I am now expected to play? How do I become more competent in delivering against my role? What changes, challenges and set backs should I expect? Well, I was fortunate, I decided to just head to the Company Process Store to really learn more about the role….. Oh, yeah we really didn’t have one of those. Well no problems, I will just go and talk with assigned Project Management Mentor and ……. Oh, yeah, didn’t have one of those either. I recognized that I went from passenger to driver without getting the rules of the road and driving school. I also realized that my organization even though it supported project management really didn’t have a process for communicating how I was going to build my job competencies. Oh, yeah, by the way, this title came with a project that was already underway. So I can now worry about developing my skills and competency or I can deliver the results that were “expected” of me. So, I went to bed that night thinking: What did I get myself into? Have you ever had that feeling?I woke up the next morning .. Sonny and Cher were on the radio, it was snowing outside, and on the radio someone said “Good morning Campers, Its’ going to be a cold one out there”. I was in “Project Management Ground Hog Day”. How did I get here? Why am I still here? What do I have to do to end this thing?Has everyone seen the movie “Ground Hog Day with Bill Murray”? Is there anyone who has not? (assuming someone has not: Okay you will be my obscure reference flag holder. Any time that I make a reference to something that you do not relate to please throw this reference a flag or stress ball)
- Easy, right! Thanks for your time today! Enjoy the rest of the presentations today.Actually, identity crisis time, right!
- Typical progression in most companies is skilled, SME, Lead, PM, Ops Manager. When we become a project manager we leave behind our comfy technical role and enter into management land.
- We are no longer rewarded for our technical capabilities and now rewarded for how well we can work with and manage others.
- Keep in mind there is a big difference between telling your wife she looks like the first day of spring and telling your wife she looks like the first day after a long hard winter. You may want to spend some time with other Project Managers or trusted resources so that you know how to approach your constituents groups and the right questions to ask. If you are planning a formal meeting, have an agenda and a set of expected outcomes that you publish in advance. Now you probably want to know who to ask (that’s coming up next). Also what to ask, Generally, good questions: What does a great project manager do?, describe the best project you worked on, why was that? What decisions do you make in a project? What information is needed to make those decisions? What things do you hate about projects? Etc. What would make me a better project manager? (this is a tough one, be prepared). By the way, don’t be defensive, think about this as a science experiment where you are seeking your customers thoughts on how to work with them best (it really is about the role and not about you).
- Always start by trying to understand our company’s methodology. We can’t understand what we have not tried. Usually with company methodology it is the easiest to use due to other already having the knowledge of the methodology and we don’t have to change. Along the way we learn some of our own techniques to apply that produce better results. We have to decide to either spend the time explaining the difference to those in our company or attempt to implement our adaptations into accepted company practices.Others (study, external best practices, vendors, education) help us to learn new techniques. We need to incorporate them into our practice and eventually attempt to bring these into company practice.
- A typical project process. This may be different from your company. Review the slide. Phase on top, deliverables on the squares
- How do we learn. We apply the process.. First we ask what our sponsors and stakeholders need, we learn the process, we apply the process, we observe the results of the work and we share our knowledge of what worked and what needs improvement.
- If practitioner competency is developing PM capability, what is organizational capability? Which one moves faster? What happens if you make significant strides in one and not the other?
- Project Management is a team sport. We are only as good as our team. When we loose it, we loose. Give credit where credit is due, the team. Take the wrap when things don’t go well but identify the lessons learned and the changes that will assure it won’t happen again. What practitioner or organizational competency needs to change? What is the plan for change? How do you plan to influence change? Who has to change?