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National Guard
Black Belt Training
Module 09

Project Management

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CPI Roadmap – Define

8-STEP PROCESS
6. See
1.Validate 2. Identify 3. Set 4. Determine 5. Develop 7. Confirm 8. Standardize
Counter-
the Performance Improvement Root Counter- Results Successful
Measures
Problem Gaps Targets Cause Measures & Process Processes
Through

Define Measure Analyze Improve Control

ACTIVITIES TOOLS
• Identify Problem •Project Charter
• Validate Problem Statement •Project Selection Tools
• Establish Strategic Alignment •Value Stream Map
• Gather Voice of the Customer & Business •Various Financial Analysis
• Create Goal Statement •Effective Meeting Skills
• Validate Business Case •Stakeholder Analysis
• Determine Project Scope •Communication Plan
• Select and Launch Team •SIPOC Map
• Develop Project Timeline •High-Level Process Map
• Create Communication Plan •Project Management Tools
• Prepare High-Level Process Map / SIPOC •VOC and Kano Analysis
• Complete Define Tollgate •RACI and Quad Charts
•Strategic Alignment

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Learning Objective
 Understand the overall Project Management process
 Gain insight into responsibilities and challenges facing
project managers
 Learn project management tools that will optimize
project performance

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Overview
 Project: A temporary activity or set of activities
undertaken to create or improve a process or service

 Project Management: Applying knowledge, skills,

and tools to balance the scope, cost, time,
requirements and customer expectations of the
process or service

 As a project manager, the Black Belt initiates,

monitors and adjusts the actions required to deliver
the process or service

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Key Drivers
Key Drivers for project success include:

 Project evaluation, prioritization, selection and staffing based upon:

 Organization needs
 Resource availability

 Project planning and management

 Well-defined and measurable project objectives and deliverables
 Deadlines and management progress reviews
 Team commitment:
 Time
 Focus
 Desire

 Executive team mentorship/ownership

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Introduction to Project Management

 As the Project Manager (PM), you are responsible for
ensuring that everything gets done
 Many times you will be depending on people outside
your direct authority or organization
“The XXX wasn’t delivered/performed
correctly/on time, it must have been
<insert favorite support group’s name here>’s fault!”

Remember, that while you as the PM may be assigned to just

one project, many of the people who are part of your team may
be supporting a number of other projects.

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Introduction to Project Management

Quality
Public Affairs
Recruiting
Office

Judge
Project Process
Advocate
Manager Administration
General

Resource
CIO/G6
Manager

The PM is the center of a network of functional areas that perform

together to deliver the product or service. The PM is the main contact
person and the one who oversees and orchestrates the success of the
deliverable. The PM does not need to know every single detail of the
project but must know who to go to for the answer.
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Role of the Project Manager

What it is:
It is also…
 Coordination
 Hectic Pace
 Utilizing Resources
 Planning  Interrupted often -
encourage it!
 Organizing
 Lot of information word of
 Leading
mouth - read body
 Building Relationships language!
 Processing Information
 Making Decisions

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Basic Skills
 Demonstrated leadership skills and the ability to manage
and motivate a diverse team
 Excellent interpersonal, problem solving and decision
making skills - MUST be a good listener!
 Excellent organizational skills - Able to prioritize
 Demonstrated negotiation skills - Most likely needed for
resources within your organization and for the
cooperation of others
 Excellent oral and written communication skills
 The ability to plan the work and work the plan - Planning
and execution

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Leading High-Performing Teams

 Leaders must be able to:
 Lead true learning and improvement
 Understand people and why they behave as they do
 Give vision, meaning, direction and focus to the team

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Stages of Team Development

Tuckman’s Five Stages

Forming Storming Norming
Orientation, break the ice Conflict, disagreement Establishment of order and
Leader: Facilitate social Leader: Encourage cohesion
Interchanges participation, surface Leader: Help clarify team
differences roles, norms, values

Performing Adjourning
Cooperation, problem Task Completion
solving Leader: Bring closure,
Leader: Facilitate task signify completion
accomplishment

* Taken from Management by R. Daft

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PM Expectations
 As Project Manager you are not expected to:
 Have all the answers
 Make all of the decisions
 Nor can you:
 Blame others
 Allow individuals on the team to fail
 Make excuses for shortfalls in team performance

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National Guard
Black Belt Training

Communication

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Effective Communications
 Characteristics:
 Consistent: Meets expectations
 Concise: Easy to understand; quick to read
 Current: Up to date and accurate
 Responsive: Answers feedback & questions

 Benefits:
 Encourages participation and collaboration
 Builds and maintains trust
 Minimizes speculation, rumors and untruths

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Communication Plan Development

Start with the following questions:

 What is the purpose of your communication?
 Who is your audience (customer)?
 What is your message?
 Who is the owner of the communications task?
 What is the timing and frequency of the communications?
 Who will send out the message and who will receive the response?
 How will you deliver the message and receive the response?

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Communication Plan Development

1. Determine audience and media to be used
2. Complete a Stakeholder Analysis
3. Create a Communication Plan

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Determine Audience and Available Media

Who is your audience?
Internal: External:
 Executive Team  Customers
 Project Team  Suppliers
 Project Sponsor  Resources Owners
 Workplace Personnel  Regulatory Agencies

How will you deliver the message and receive the

response?
 Formal Presentations  Elevator Speeches  Posters  E-Mail
 Face-to-Face  Newsletters/Web Sites  Memos

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Complete a Stakeholder Analysis

 For each Stakeholder identified, determine:
 Are they critical for development of project tasks (Project
Enabling Stakeholders) or critical for the successful
implementation of a solution (Project Implementation
Stakeholders)?
 What concerns can you anticipate for each Stakeholder?
 What positive outcomes exist for each Stakeholder?
 What will be your message for each Stakeholder?
 A Stakeholder Analysis should be completed/revised as critical
aspects of the project change (scope changes, solution options
become more visible, etc.)
 A Stakeholder Analysis should be a confidential document

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Example Stakeholder Analysis Tool

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Example Stakeholder Analysis Tool

Project Impact Stakeholder Explanation of Stakeholder
Stakeholder’s Communication
On Stakeholder Level of Current Score
Stakeholder Current Attitude Plan
(H, M, L) Influence on Stakeholder (H=3, M=2,
Name/Group Toward Project For
Success of Attitude L=1,
( +, 0, - ) Stakeholder
Project (H,M,L) (list) +=1, 0=2, -=3)

Team Lead M H + ON-BOARD 6 MONTHLY UPDATE

Engineering SEPARATE BRIEF &

H H - DEFENSIVE 9
Dept. Head FOLLOW-UP

Program WEEKLY UPDATE

M H + ON-BOARD 6
Manager (E-MAIL)

Comptroller L L 0 UNKNOWN 4 TOLLGATES

Contracting WEEKLY FACE-TO-

H M 0 WAIT & SEE 7
Officer FACE

INITIAL/
Prime Contractor H L + ON-BOARD 5
MONTHLY

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Stakeholder Analysis Example

Stakeholder Explanation of Stakeholder
Project Impact Stakeholder’s
Influence Level Current Score Action Plan
Stakeholder On Current Attitude
On Project Stakeholder (Impact x For
Name/Group Stakeholder Toward Project
Success Attitude Influence x Stakeholder
(H=9, M=3, L=1) ( +, 0, - )
(H=9,M=3,L=1) (list) Attitude)

HIARNG Undergoing Implement

(Hawaii Army Reset year 1 results as
National H H + – focus is 81 soon as
Guard) transforming available
into an IBCT

AKARNG Scheduled Implement

(Alaskan Army for results in
National H H - ARFORGEN -81 2008
Guard) 4Q this FY

GUARNG Scheduled Implement

(Guam Army for results in
National H H 0 ARFORGEN
next FY
0 2008
Guard)

USARPAC Favorable – Implement

(US Army want to work results as
Reserves L M + ICW TSC-P /
ODT
3 soon as
available
Pacific)

Key: ICW = In Conjunction With TSC-P = Training Support Center – Pacific ODT = Overseas Deployment Training

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Stakeholder Analysis Matrix

Low Interest High Interest

Very
Influential Manage Closely
or
Keep Satisfied
Greatly
Affected Executive Director Process Owner

Minimally
Influential Monitor Keep Informed
or
Less Another Organization
Affected (Similar Processes?) Comptroller

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Create a Communication Plan

Key elements include:
Who , What, When, Where, Why and How
5Ws & H
BE SPECIFIC!
 Review often, at least every major milestone/phase
 Revise and update as necessary during project
 Validate communication plan agreements
 Talk to your Sponsor, Stakeholders and Team often

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Example Communication Plan

To How Why What From When

Notes and
Audience Media Purpose Message Owner Frequency
Status

Briefing Team Status

Support
Affected
Functional Team Leader Weekly
Managers Expected
Remove Barriers
E-Mail Outcomes

Monthly,
Buy-in, Solicit Support Needed,
Project Sponsor Briefing Black Belt Milestones,
Feedback Status
Tollgates

Verbal Updates at
Kickoff, Measure &
All Hands E-Mail Awareness Progress Project Sponsor “All Hands”
Improve Phases
Meetings

Executive
Schedule,
Leadership, E-Mail with Progress, Barrier Sponsor, Black
Expected Tollgates
Deployment Attachments Removal Belt
Outcomes
Champion

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Communications Plan Example

Audience Media Purpose Message Owner Frequency Status

Project Power Status Project Belt Weekly Establish

Sponsor Steering Update Status common
format
E-mail

Process Power Status Project Belt Monthly Establish

Owner Steering Update Status common
format
E-mail

Project Team Power Project Tasks and Belt Weekly Regularly

Steering Progress Issues scheduled
mtgs. to be
Meeting
cancelled as
needed.
Deployment Power Status Tollgate Project As needed Project
Director Steering Update Sponsor Progress
on/off track

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Communication is Absolutely Necessary

 Good communication is essential for successful

projects
 Project progression needs to be communicated
early and often
 Develop a communication plan up front with
the Project Sponsor
 Update communication plan with the Team and
Sponsor as project progresses

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Communication Timeline
Communication plans should be developed and executed based on project activities and
timelines.

Project
General Project Information
Launch
Commitment
Adoption

Understanding

Awareness

Unaware Awareness Understanding Adoption Commitment

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Stakeholder Analysis Template

Stakeholder Explanation of
Stakeholder’s Stakeholder
Project Impact Level of Current Action Plan
Stakeholder Current Attitude Score
On Stakeholder Influence on Stakeholder For
Name/Group Toward Project (H=3, M=2, L=1,
(H, M, L) Success of Attitude Stakeholder
( +, 0, - ) +=3, 0=1, -=-3)
Project (H,M,L) (list)

Recommended Deliverable

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Communication Plan Template

Audience Media Purpose Message Owner Frequency Status

Required Deliverable

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Exercise: Begin Your Communication Plan

 Goal – Establish a communications plan for your
project using the communication plan template
 Be prepared to share your plan with the table group
and receive feedback on your plan

10 minutes

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National Guard
Black Belt Training
Effective Meetings

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Effective Team Meetings

 Ensure that meetings have useful content – Avoid holding meetings if they are
unnecessary. Can a one-on-one conversation accomplish what you need?

 Make meetings timely – Hold them promptly after receipt of important

information

 Keep meetings as small in size as practical – Select only attendees who are
directly involved and able to deal effectively with agenda items

 Be realistic about meeting length – One hour max is a good guideline

 Inform participants in advance about the purpose, agenda, and objectives so

they can come prepared

 Open meetings with positives – Short-term wins or milestone completions

 Introduce members if there are some new faces

 Keep meeting in perspective – Stick to the agenda, stick to the schedule

 Summarize at the end – Ensure that all action items have a name and due date
Taken from Management: Function and Strategy, Richard D. Irwin
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General Meeting Rules

 Establish the purpose of the meeting
 Publish appropriate pre-work
 Come prepared, pre-work complete
 Use agendas
 Establish roles for participants
 Take and publish minutes
 Evaluate the meeting
 Maintain team records

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Meeting Facilitation
 Set ground rules
 Use inquiry, ask for clarification
 Ask less assertive members for their opinions
 Stay on track, avoid digressions
 Learn to end discussions
 Test for agreement
 Use problem solving methods
 Use decision making methods, e.g., multi-voting
 Use a “parking lot” for issues not pertinent to the objective
of the meeting

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National Guard
Black Belt Training

Project Management Tools

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Project Management Tools

The following are some tools that are useful in organizing,
reporting and tracking project components and deadlines:
 Project Charter
 Communications Plan
 Stakeholder Analysis
 MGPP
 Risk Assessment Matrix
 Issues Log

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Project Charter Review

 Charter elements:
 Problem Statement
 Business Case
 Goal Statement
 Project Scope
 Project Plan
 Team Selection

 To be started at Team Launch and maintained and

edited throughout the project

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Pert Chart Overview

Graphical representation of all significant deliverables to be completed in the
course of the project/workstream. Focuses on discrete outputs such as present-
Description state barriers, conceptual designs, detailed designs, completed modules of coding,
test plans, etc.

Initial draft of tool is completed at beginning of project. Process owners and

experts should be consulted in identification of deliverables. Separate Maps may
Creation be built for different phases of the project. As workstream progresses, more
detailed deliverables may be added.

Pert Chart should remain stable for each major phase of a project. Although
additions and slight revisions may occur, any major changes should signify a need
Maintenance to “re-baseline” the project.

Graphical chart showing deliverables with dependencies and integration points

Format noted. May be split into hierarchical levels for complex workstreams.

PERT stands for Program Evaluation Review Technigue, a methodology developed

by the U.S. Navy in the 1950s to manage the Polaris submarine missile program.
Origin A similar methodology, the Critical Path Method (CPM), was developed for project
management in the private sector about the same time.

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Pert Chart / Gantt Chart Examples

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Pert / Gantt Charts

 Defines a clear, quantifiable output of work completed during the course of a
workstream
 Graphical tool used to communicate the output and approach of the
workstream
 Could include Milestones, Key Decisions/Events, Reporting of Findings, Present
State Definition, Conceptual Designs, etc.
 Helps paint a picture of what the workstream will deliver
 Clarifies quantified work complete vs. work planned
 Hand-off tool defining work envisioned by Assessment Team
 Basis that the project timeline should be built around
 Used to gauge % complete vs. planned complete around discrete work
definition
 Instrumental in provoking thought around integration points with stream leads

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Pert / Gantt Chart Lessons Learned

 Not easy to find a balance between good project planning
and excessive detail which locks you into very specific
deliverables
 Avoid slipping into micro-management around deliverables
 Maintain flexibility around deliverables especially when the
needs of the organization change
 Maps work much better than lists when painting a picture
of workstream
 Lists are easier to maintain if you want to show dates (and
for roll-up)

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Multi-Generation Project Plan Review

The overall goal or problem statement for that

Multi-Generation Project Plan (MGPP)

Vision generation. What is to be accomplished? Why?

Can also be metrics with targets!!

Series of releases; each release characterized by

Process distinct combinations of features or level of
Generations
performance. The goal of that generation.

Ability to execute the MGPP with current technology or

Platforms
the identification of needed technological
and developments for each generation. What is required
Technology from a technology standpoint to execute the vision?
This could also include special personnel requirements
to support the vision!!
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Risk Assessment Matrix

 A tool to help communicate project risk factors
 Types of Risk
 Schedule – Project will achieve goal but later than
expected
 Performance – Project will not achieve goal or
achievement will be less than it could have been
 Assessment dimensions
 Likelihood – How likely is it that the risk factor will
impact the project?
 Consequence – How much impact will the risk factor
have on the project schedule or performance?
 Assessed on scales of 1 (least) to 5 (most)
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Likelihood Assessment

 5 – 80%+ chance of impacting project

 4 – 60%-80% chance of impacting project
 3 – 40%-60% chance of impacting project
 2 – 20%-40% chance of impacting project
 1 – Less than 20% chance of impacting project

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Consequence Assessment
 Schedule
 5 – 3+ month extension
 4 – 2 to 3 month extension
 3 – 1 to 2 month extension
 2 – 2 to 4 week extension
 1 – 1 to 10 day extension

 Performance
 5 – No significant improvement in goal metric(s)
 4 – Slight improvement in goal metric(s), < 30% of goal achieved
 3 – Minor improvement in goal metric(s), 30 to 60% of goal achieved
 2 – Improvement in goal metric(s), 60 to 90% of goal achieved, but
not as much improvement as could have been realized
 1 – 90 to 100% of goal achieved
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Color Coding Risk

 Find the grid square that corresponds to the
Likelihood and Consequence assessment numbers
 This codes the risk as Red (high risk), Yellow
(medium risk), or Green (low risk)
 Each risk should be explained along with the
consequence and mitigation plan
5

4
Likelihood

1 2 3 4 5
Consequence
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Risk Analysis Matrix Example

•Data Availability (Schedule) •Project Scope (Performance)
•Risk: Process tracking system, which •Risk: Current scope of process is very
shows enough critical process time large with multiple sub-processes. Team
information in some stages of the unlikely to be able to complete DMAIC
process, might not be available. process on currently defined scope.
•Mitigation: TBD •Mitigation Plan: Team will need to re-
•Consequence: Might have to spend 1to 5 scope this project according to the
2 weeks to collect enough data to be following plan:
statistically significant. 4 • Complete process mapping
• Reduce scope to Critical Path
•GGA steps of Process Map Likelihood • Based on data, reduce scope to parts
3
of process that most affect PLT within
(Performance)
control of the Project Team.
•Risk: Team has no control over getting
2 •Consequence: If mitigation plan is
information from GGA and might not be
unacceptable, team unlikely to be
able to get verifiable information in the
1 successful.
time available.
•Mitigation Plan: Team had to scope
this out of the process. 1 2 3 4 5
Consequence
•Consequence: 1 week lost time •Personnel Availability (Schedule)
•Risk: Team Members have multiple
•Process Mapping (Schedule) schedule conflicts during Month of March.
•Risk: Very large process to map. Lack of team member availability and
Team might not have time to define participation on team could slow data
sufficient level in the time available. collection during MEASURE phase.
•Mitigation Plan: Scope to the “critical •Mitigation: TBD
few” process paths •Consequence: Might have to delay
•Consequence: 1 to 2 week slide in MEASURE Tollgate
schedule
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Issue Log
 Team log used to track and address issues and also
barriers, actions, concerns and risks
 Repository for all the miscellaneous “parking lot” issues
that crop up during a project
 Ensures teams are proactively managing open issues and
risk with weekly reviews and updates
 An Issue Log is also known as a Project Action Log

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Issue Log Template

CPI Project Action Log

N Description/ Status Due Revised Resp. Comments / Resolution
o Open/Closed
Recommendation Date Due Date
/Hold
1

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Issues Log Lessons Learned

 Master logs are very difficult to maintain –
recommend each project team manage their own log
 Discuss key issues to higher levels
 Very effective tool in managing and focusing on what
is important now
 Forces those accountable and responsible to own
details of managing projects
 Good venue for reviewing and managing risk

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Project Barriers/Issues/Risks Template

 Barriers

 Issues

 Risks

Required Deliverable

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Exercise: Team Communication Activity

 Complete Social Styles Inventory
 Understand your communication style
 Understand the communication styles of others
 Learn to adapt your communication style to work
more effectively with others

45 Minutes

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Communication Styles Instrument

COMMUNICATION STYLE INVENTORY
In each row select one word that MOST describes you; place a 1 in the M box next to that word.
Then in each row select one word that LEAST describes you; place a 1 in the L box next to that
word.

M L M L M L M L
Original Persuasive Gentle Humble
Stubborn Attractive Sweet Orderly
Bold Charming Loyal Easily led
Will Power Cheerful Obliging Open minded
Nervy Jovial Even tempered Precise
Competitive Joyful Considerate Harmonious
Unconquerable Playful Obedient Fussy
Brave Inspiring Submissive Timid
Self reliant Sociable Patient Soft spoken
Adventurous Cordial Moderate Receptive
Decisive Talkative Controlled Conventional
Daring Polished Satisfied Diplomatic
Aggressive Life of party Easy mark Fearful
Determined Convincing Good natured Cautious
High spirited Eager Willing Agreeable
Assertive Confident Sympathetic Tolerant
Persistent Animated Generous Well disciplined
Force of character Admirable Kind Resigned
Pioneering Optimistic Accommodating Respectful
Argumentative Light hearted Nonchalant Adaptable
Positive Trusting Contented Peaceful
Vigorous Good mixer Lenient Cultured
Outspoken Companionable Restrained Accurate
Restless Popular Neighborly Sincere

TOTAL
M-L M-L M-L M-L

Driver/Director Expressive/Socializer Amiable/Relator Analytical

Thinker
Whichever number is the highest is your primary communication style and the second highest is your secondary communication style.

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Understanding Communication Styles

High TELL

DRIVER EXPRESSIVE
TASK PEOPLE

ANALYTICAL AMIABLE

ASK

Low RESPONSIVENESS High

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Amiable
The Team Player Shape
 Has a need for cooperation, personal security, and acceptance
 Is uncomfortable with and will avoid conflict
 Values personal relationships, helping others, and being liked
 Prefers to work with other people in a team effort, rather than
individually
 Has an unhurried reaction time
 Is friendly, supportive, respectful, willing, dependable and
agreeable

Stress reaction: comply with others

Need for growth: Speak Up! Initiate!

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Driver
The Leader Shape
 Is action and goal oriented
 Needs accomplishment and results
 Has a quick reaction time
 Is decisive, independent, disciplined, practical and efficient
 Uses facts and data
 Tends to speak and act quickly

Stress reaction: triangles may become autocratic

Need for growth: Slow down enough to listen!

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Expressive
The Creative Shape
 Enjoys involvement, excitement, and interpersonal action
 Is sociable, stimulating, and enthusiastic
 Is good at involving and motivating others
 Is idea oriented
 Has less concern for routine
 Has a quick reaction time
 Has a need to be accepted by others
 Tends to be spontaneous, outgoing, energetic, and friendly

Stress reaction: squiggles tend to lash out at others

Need for growth: Check things out before you act!

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Analytical
The Organized Shape
 Is most concerned with being organized, having all the facts
and being careful before taking action
 Needs to be accurate and to be right
 Is precise, orderly, and methodical
 Conforms to standard operating procedures, organizational
rules, and historical ways of doing things
 Is task oriented
 Uses facts and data

Stress reaction: boxes tend to avoid

Need for growth: Learn to decide and declare!

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Communication Styles Summary

AMIABLE ANALYTICAL DRIVER EXPRESSIVE

COMMUNICATION
STYLES CHART
Behavior Pattern Open/InDirect Self-contained/Indirect Self-contained/Direct Open/Direct
Appearance Casual Formal Businesslike Fashionable
Conforming Conservative Functional Stylish
Work-space Personal Structured Busy Stimulating
Relaxed Organized Formal Personal
Friendly Functional Efficient Cluttered
Informal Formal Structured Friendly
Pace Slow/Easy Slow/Systematic Fast/Decisive Fast/Spontaneous
Priority Maintaining relationships The Process The Results Interacting with others
Fears Confrontation Embarassment Loss of Control Loss of Prestige
Seeks Attention Accuracy Productivity Recognition
Need to Know (Benefits) How it will affect their How they justify the What it does/by when/what How it enhances their status/
personal circumstances purchase logically/how it it costs who else uses it
works
Gains Security By Close Relationships Preparation Control Flexibility
Wants to Maintain Relationships Credibility Success Status
Support Their Feelings Thoughts Goals Ideas
Achieves Acceptance By Conformity Correctness Leadership Playfulness
Loyalty Thoroughness Competition Stimulating Environment
Likes You To Be Pleasant Precise To the Point Stimulating
Wants to Be Liked Correct In Charge Admired
Irritated By Insensitivity Surprises Inefficiency Boredom
Impatience Unpredicibility Indecision Routine
Measures Personal Worth Compatibility with Others Precision Results Acknowledgement
By Depth of Relationships Accuracy Track Record Recognition
Activity Measurable Progress Compliments
Decisions Are Considered Deliberate Decisive Spontaneous

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Takeaways
Successful project management requires an understanding of:
 Overall Project Management process
 Individual team roles
 Basic project management skills
 Communication planning
 Responsibilities and challenges facing project managers
 Leading high-performing teams
 Running effective team meetings
 Project management tools that will optimize project performance

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What other comments or questions

do you have?

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References
 The Social Styles Handbook by Wilson Learning
Library, 2004
 Psycho-geometrics: The Science of
Understanding People and the Art of
Communication With Them by Susan Dillinger,
1997

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