2 4 Project Planning N7 352 11 2

Document Sample
2 4 Project Planning N7 352 11 2 Powered By Docstoc

                               Gill Smith
                     Asst. Scoutmaster for Program
WOOD BADGE N7-352-11-2
  Project Planning
WOOD BADGE N7-352-11-2
             Learning Objectives
 Upon completion of this presentation you will be able to:
 •   Identify the five stages of team-based project
 •   Prepare an effective project overview related to
     your patrol exhibits
 •   Understand the importance of selecting an
     appropriate approach or method
 •   Avoid the “Activity Trap” & “Scope Creep”
 •   Develop a work breakdown structure
 •   Implement and track a project plan

WOOD BADGE N7-352-11-2                                       3
          5 Stages of Team-Based
              Project Planning
          1. Project Overview and Objective.
          2. Work Breakdown Structure
          3. Activity Assignments.
          4. Putting the Plan into Action
          5. Project to Close and report.

WOOD BADGE N7-352-11-2                         4
         STAGE ONE

WOOD BADGE N7-352-11-2
             Project Overview
 • Identifies the problem or opportunity
 • States the scope of the project
 • Establishes project goals
 • Lists important objectives
 • Explains how success is measured
 • Determines the approach or methods
 • Identifies the assumption and risks

WOOD BADGE N7-352-11-2                     6
    Project Overview

    Problem, opportunity, or situation to be changed: _______________________
    Project goals: ___________________________________________________
    Measure of success:_____________________________________________
    Approach or method: ____________________________________________
    Assumptions and risks:____________________________________________

WOOD BADGE N7-352-11-2                                                          7
        Project Goals and Objectives
 S   – Specific: Is it specific in targeting an objective?

M    – Measurable:     What are the measurable indicators of
                       progress or success?

A    – Attainable: Is it attainable by someone on the team?

R    – Relevant:     Can it be achieved within the resources and
                     time allowed? If not, then the goal is irrelevant
                     to project success.
T    – Time-based: When will the project be completed?
WOOD BADGE N7-352-11-2                                             8
             Measure of Success
   Goals and objectives should be measured to
   help determine success.
   Examples of measurable criteria:
     # of participants
     Change in behavior
     Change in frequency of a given activity
    It is difficult to measure intangibles like
 knowledge and attitude without formal testing.

WOOD BADGE N7-352-11-2                          9
          Approach or Method
  • Focus on project goals and high-level
  • Challenge assumptions regarding previously
    employed approaches and methods.
  • Explore out-of-the-box solutions.
  • Do not hesitate to invent new methods when
  “Insanity is doing the same thing over and
    over and expecting a different result.”
                            Albert Einstein
WOOD BADGE N7-352-11-2                         10
            Tools of the Trade
        Project Planning – Video 1

WOOD BADGE N7-352-11-2               11
WOOD BADGE N7-352-11-2
                Discuss Video
• What approaches did the team consider?

• What assumptions were challenged to arrive at
  the final selection?

• What was necessary for the novel approach to
  be seriously considered?

WOOD BADGE N7-352-11-2                           13
           Assumptions and Risks
  1. What resources are required to realistically
     complete this objective?
  2. What risks are associated with obtaining
     these resources in a timely manner?
  3. What problems or delays are likely to occur
     in completing this objective?
  4. What effect will delays have on the overall
     project plan and schedule?

WOOD BADGE N7-352-11-2                         14
 What is the value of the project overview?

 • Use checklist in your handouts to review the
   Project Overview

 • Does the Project Overview meet the necessary
   standards to be a good working tool?

WOOD BADGE N7-352-11-2                            15
 Why go through this Project Overview process?
 •   Figure out problems before we start
 •   Be better prepared
 •   Tool to “sell” people on committing to project
 •   Gives us idea of how feasible the project is
 •   Helps ensure success
 •   Basis for more detailed plan
 •   Avoids 2 biggest traps in project planning
      – Activity Trap
      – Scope Creep

WOOD BADGE N7-352-11-2                                16
         STAGE TWO

WOOD BADGE N7-352-11-2
       Work Breakdown Structure
                      Network of High-Level Objectives
                                        Project Goals

   High-Level             High-Level                    High-Level         High-Level
   Objective 1            Objective 2                   Objective 3        Objective 4

         Activity 1             Activity 1                    Activity 1          Activity 1

         Activity 2             Activity 2                    Activity 2          Activity 2

         Activity 3             Activity 3                    Activity 3          Activity 3

         Activity 4             Activity 4                    Activity 4          Activity 4

WOOD BADGE N7-352-11-2                                                                         18
              Tools of the Trade

        Project Planning – Video 2

WOOD BADGE N7-352-11-2               19
WOOD BADGE N7-352-11-2
                Discuss Video
  • What were the solutions to weight problems
    that the team encountered?
  • What are the lessons for us?
     We must challenge assumptions.
     We must think outside the box.
  "If you keep on doing what you've always
  done, you will keep on getting what you've
                 always got."
WOOD BADGE N7-352-11-2                           21
     Work Breakdown Structure
• Activities should pass the “SMART” test.
• Each activity must have a start & stop time.
• Activities may be linked.
• Time and cost should be easy to define.
• Each activity should be assigned to someone.
• Each activity must be easily accomplished by
  one team member if not decompose the activity
  into smaller pieces.
WOOD BADGE N7-352-11-2                           22
       What do we need to
        do to deliver the
       BALOO Training?

WOOD BADGE N7-352-11-2      23
    Activities to deliver BALOO
                         Get a
           Recruit                         Determine
            STaff                           Expenses
                                    Have a                   Pick the
                                    meeting       Put date     date
                       Get copies                  On the
                      Of syllabus                 Calendar

WOOD BADGE N7-352-11-2                                            24
 Project Schedule and Critical Path
Draw the network diagram from the linkages.
1. Determine what activities can start now.
2. Determine what activities need other activities
   to complete before starting.
3. Assign a time to complete to each activity.
4. The critical path is the longest path.
5. Watch the activities on the critical path;
   if they are late the project will be late.

WOOD BADGE N7-352-11-2                           25
            Sample Project Schedule
               & Critical Path
              Identify place

              Determine Fee              Promote Training

             Identify time/date
and Staff
                               Staff Training        Who           Run
                                                  teaches what     Course

              Acquire audiovisual
              support                                             Post Course
                                                                 Staff Meeting

WOOD BADGE N7-352-11-2                                                       26
        Work Breakdown Structure
              Case Study
  See how the small team:

  • Tackles the problem of the weight of the
    windows on the lunar module
  • Sells their ideas to others
  • Challenges assumptions
  • Thinks out of the box to generate new ideas
  • Helps people “see” their ideas
WOOD BADGE N7-352-11-2                            27

WOOD BADGE N7-352-11-2
                Activity Assignments
When making assignments to team members it is important to consider:
 • Each team member must have a clear understanding
   of the purpose of the project.
 • Each member must understand exactly what his or
   her assignment is, the details of each assigned
   activity, and the availability of resources (including
   how much time the activity is expected to take).
 • Match each team member's skills and resources to
   the activities—be sure you have the right team
   member for the task.
 • Establish milestones or specific activities to be
   accomplished with regular reporting times so that the
   team leader is informed on the project's progress.
WOOD BADGE N7-352-11-2                                                 29
           INTO ACTION

WOOD BADGE N7-352-11-2
         Let the Project Begin!
 Once the project starts the team leader must:
  • Provide leadership to the team.
  • Provide information about resources or
    further clarify the assignments or project.
  • Support and encourage.
  • Make decisions or solve problems.
  • Focus on the activities on the critical path.
     Don’t forget to celebrate success!!!
WOOD BADGE N7-352-11-2                              31
         Let the Project Begin!
       Trust is one of the most important
   characteristics of a high-performance team.
  • The team leader should monitor the
    performance and the results.
  • Team members should have the freedom to
    work within their own boundaries.
  • Micromanaging or monitoring the work
    method implies that the team member is not
WOOD BADGE N7-352-11-2                           32
       STAGE FIVE:

WOOD BADGE N7-352-11-2
              Project Closeout
    When the project is complete there are still
    two important things to do.
   •   Remember, celebration is an important
       part of a high-performance team.
   •   Produce a postmortem report.

WOOD BADGE N7-352-11-2                             34
              Postmortem Report
 This evaluation should be written and include
 an analysis of several things.
    • Were the goals and objectives met?
    • Was the project completed on time?
    • How might we make things run better the next
      time? (update templates and processes)
 This written report will enable you or your successor to
 remember what happened and how to avoid some of
 the pitfalls you may have encountered.

WOOD BADGE N7-352-11-2                                 35
     What are the 5 stages of project
     planning for a team?
          1.   Project Overview
          2.   Work Breakdown Structure
          3.   Activity Assignments
          4.   Putting the Plan into Action
          5.   Project Closeout

WOOD BADGE N7-352-11-2                        36
     Learning Objectives Review
 Can YOU?
 •    Identify the five stages of team-based project
 •    Prepare an effective project overview related to
      your patrol exhibits
 •    Understand the importance of selecting an
      appropriate approach or method
 •    Avoid the “Activity Trap” & “Scope Creep”
 •    Develop a work breakdown structure
 •    Implement and track a project plan
WOOD BADGE N7-352-11-2                                   37
         Thank You!

WOOD BADGE N7-352-11-2   38

Shared By: