Click Here for Help Memorizing the KA's

 

SO, WHY DO MOST PROJECTS FAIL TO DELIVER OPTIMAL RESULTS - OR SIMPLY FAIL?

 

Your A-Z Guide of Project Management Terms is Here - I've Highlighted a Few You Should Definitely Know Project Management Terms.docx (64126)

Weekly updates are posted to your left, following my contact info, and may be modified throughout any given week with additional slides or material. It's your responsibililty to manage your course by keeping up with its documentation. Mastering flows of information is a critical project management responsibility, separating the good from the best. 

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What Traits are Most Effective and Desired in PMs?

They are consummate consultants

 

Author Jeff Kavanaugh describes the mindset we'll cultivate in this course:

When conducting an analysis, it’s tempting to jump in, crunch data and create reports. Good insights, however, originate from a thoughtful work plan. A work plan consists of two components: an activity map and a thinking map. 

When most people think of cases or projects, they think initially of activity maps, the Gantt chart that shows tasks to be performed. They neglect the importance of thinking maps.

Thinking maps identify major issues. They cover the development of an initial hypothesis, analysis, message, an understanding of what needs to be accomplished - and an assessment of the information and data that will be required. Many people skip this step because they feel that there’s no time, or they think they already know everything they need. However, going down an unproductive path consumes precious resources, especially time. After weeks spent moving in the wrong direction, there may be no time to conduct a meaningful analysis.

A Masterful PM:

Seeks and uses feedback

Is self-confident in a non-arrogant way

Is a “straight shooter” who is able to be direct without being disrespectful

Takes full accountability and never makes excuses

Exhibits business acumen (e.g., when presenting to senior management, links their analysis and recommendations to real business issues)

Highly proactive (versus reactive) in their approach to getting things done; is a self-starter who takes action without waiting to be asked/told

Resourceful; able to figure out a path forward when faced with obstacles or situations with a high degree of ambiguity

Views issues cross-functionally and avoids “silo” thinking

In terms of time management and prioritization, balances the urgent and the important

Is outcome-focused (versus activity-focused) and exhibits ROI (return on investment) thinking when considering where to allocate time, money and resources

 

 

 

The Reminder Column

Quick quiz Monday
Borre489eFALL19(1).docx (33840) - Please have several short form Scantrons available for quizzes

 

Your Week-by-Week Mastery List 

Missed anything? Refer to Weekly Notes and Study Guide
 
1. Know what experts note are desireable traits in Project Managers. Know your own strengths and skills. Spend time and thought optimizing your personal  strengths and gifts. 
2. Perfect your professional aim through a review of credentialing options that are right for you. 
3. Know how to address the ongoing challenge of managing team professionalism.
4. Know how to deploy your strengths and manage your own weaknesses and blind spots.
6. Understand how much of the PM skill set is learned through patient practice and experience.
7. Learn how to handle a Challenging Sponsor with tact and skill
8. Understand precisely how the point of ingition - the project's start - can make or break a project (scope, charter, plan initiation)
9. Know the value of a strong charter, and how it prepares the preliminary basis of just about everything. Got a problem in planning? RETURN TO CHARTER.
10. Understand the sticking points in processes related to just about any organization or initiative. There tends to be biases in our assumptions regarding how people receive messages we send, or to each other. Process analytics compels us to think through what a given group of "receivers" might need in order to become optimally effective.
11. Fully understand the value of current organizational process assets; assess for refinement throughout your project, but ask about current assets.
12. MASTER scope assessment and key project parameters through skillful questioning as described in your assigned paper from MIT