THE PROJECT MANAGERS - GetSmarter
THE PROJECTMANAGERSPLAYBOOKThe word "playbook", according to Google, refers to "a book containing a sports team'sstrategies and plays". Imagine your organisation as a sports team: without you,the Project Manager, coordinating the execution of broader business strategy andmaking sure everybody’s making the right plays, winning is nothing more than a pipedream. This interactive Playbook is designed to be your go-to guide on how to up yourgame as a project management professional; understanding the project lifecycle to takea successful project from concept to closure; effective project leadership practices;and how to craft the ultimate project plan.
CHAPTER ONESTRONG FOUNDATIONSARE BUILT ON THE BASICSAny work that involves others can be understood and arranged as a project. Whether or notthey are aware of it, all organisations require project management to one degree or another.Therefore, if you’re able to position yourself as a capable project leader - you’re equipped witha highly transferable, in-demand skill set that’ll set you in good stead for a dynamic,lucrative career path for many years to come.
THE 7 PRACTICES OF HIGHLYPRODUCTIVE PROJECT MANAGERS1. COLLECT ALL THE DETAILSACTION:Ensure both your team and/or your4. KEEP YOUR TEAM IN THE LOOPclient have a clear understanding of the projectIt’s important that you understand the objectiveslimitations so that you won’t be required to workWant to be a project manager that nails it everyof the project and define a detailed project scope.any project “miracles” and can deliver on timetime? Recognise that you’re only as effective asThe scope reflects the boundary of the projectand within budget.the people you surround yourself with.and will assist you in grasping how much workthe project is going to require.ACTION:Determine the short-term milestones,the total timeline of the project and the budgetthat is needed. Get everything approved by thestakeholders and voila - you have yourself a solidfoundation to begin with.2. SET EXPECTATIONS ANDDELIVERABLES3. LAY OUT A METICULOUSPROJECT PLANPlanning your project includes a numberof aspects - more detail around that willbe covered in Chapter 3.ACTION:or cheap. You cannot have all three,” so thesaying goes. A project will fail if expectations arenot reasonable and tangible deliverables aren’tdefined in detail.Assign a project team that is well-suited to the task and communicate the projectplan to each of them in detail. Encourage thatcommunication to continue throughout theproject so they always feel they can come toyou with queries or concerns.5. ESTABLISH MEASURABLEAND REPORTABLE CRITERIA Select the team, identify the resourcesneeded and determine the budget“You can have two of the three: good, fast,ACTION: Breakdown the work structure in order toproduce the deliverables of the project Plan timelines for each project activityand lay them out on a realistic scheduleThe reality? Projects change shape and sizeall the time. But if you manage to keep trackof the cost, scope and schedule of the project,you’ll be able to adjust accordingly as soon asyou’re made aware of any changes. Set small milestones so the team is awareof critical dates Once this project plan has been written out,ensure all stakeholders read it and sign off on itCHAPTER 1 STRONG FOUNDATIONS ARE BUILT ON THE BASICSACTION:Collect progress reports from eachteam member and compare the actual progresswith the planned progress.Page 3
6. REMEMBER: YOU’RE THE LEADERYou’re the coach, mentor and motivator. Use this role to drawout the best in your team and inspire them to work hard.ACTION:Use team-building activities to cultivate anatmosphere that’s productive and unified. Be calm and strongif your project hits a few bumps because it’s in the challengingtimes when your team will need a leader.7. TAKE NOTESIt’s important to sit down with your team after the projectis completed and do a recap.ACTION:Document what worked well, what went right,and what went wrong. Write down the practices that couldhave been performed better and ask for honest feedbackfrom the team.BONUS CONTENTTo be a high-performing project manager, youneed a team that's confident in your decisionsand your leadership. Watch this video to findout if you’re fit to lead a team to success.CHAPTER 1 STRONG FOUNDATIONS ARE BUILT ON THE BASICSPage 4
UNDERSTANDINGTHE PROJECT LIFECYCLEWhen approaching your next big project, use this interactive roadmapto ensure you’re moving swiftly through the five most important phasesof the project management lifecycle in order to steer your project smoothlyfrom concept to closure.PHASE 1: PROJECT INITIATIONGOAL OF THIS PHASE: DEFINE THE PROJECT BROADLY.DEFINE PROJECT:(Give a brief outline of what the project is about)Do feasibility testingGet the go ahead from stakeholdersIf stakeholders give the go ahead you will need to develop a project initiationdocument (PID) which gives a brief of the project’s purpose and requirements;and includes the business needs, stakeholders and business case.Create project initiation docChoose project managerProject manager to select teamCHAPTER 1 STRONG FOUNDATIONS ARE BUILT ON THE BASICSPage 5
PHASE 2: PROJECT PLANNINGDEVELOP A PROJECT ROADMAP FOR EVERYONE.Set smart goalsS.M.A.R.T GOALS ARE:Specific – To set specific goals, answer the following questions: who, what,where, when, which, and why.Measurable: Create criteria that you can use to measure the success of a goal.Attainable: Identify the most important goals and what it will take toachieve them.Realistic: You should be willing and able to work toward a particular goal.Timely: Create a timeframe to achieve the goal.Example: By June 30, 2015, identify 3 metrics that will define success for ouremployee advocacy program.DO A DOUBLE CHECK. ARE YOUR ely?DEVELOP PROJECT PLANIdentify:CostQualityAvailable resourcesTimetableThe project plan also includes establishing baselines or performance measures.These are generated using the scope, schedule and cost of a project. A baseline isessential to determine if a project is on track.ESTABLISH BASELINEBaselines or performance measures are determined using the scope, scheduleand cost of the project.D EFINE ROLES AND RESPONSIBILITIES FOR EVERYONE INVOLVEDCHAPTER 1 STRONG FOUNDATIONS ARE BUILT ON THE BASICSPage 6
OTHER DOCUMENTS TO CREATE ssign resourcesA Execute project management plans Scope Statement rocurement management if neededP Set up tracking systems Team to execute on task assignments Check in with team to assess project status Update project scheduleDefine the business needs, benefits of the project, objectives, deliverables, andkey milestones. Work Breakdown ScheduleCreate a visual portrayal of the project that breaks the scope down into Modify project plans if neededfeasible divisions for the team. MilestonesIdentify high-level goals that need to be achieved throughout the project.Incorporate these into the Gantt Chart. Gantt ChartDevelop a visual timeline to plan out your tasks and give you a holistic view ofthe project. Communication PlanEspecially important if external stakeholders are involved in your project.Requires appropriate messaging around the project and a scheduledocumenting when to communicate with the team regarding milestones anddeliverables. Risk Management PlanIdentify any possible risks such as unrealistic time and cost estimates orPHASE 4: PROJECT PERFORMANCE/MONITORINGGOAL OF THIS PHASE: MEASURE PROJECT PROGRESSIONAND PERFORMANCE. OFTEN OCCURS SIMULTANEOUSLYTO THE PROJECT EXECUTION PHASE.SELECT PROJECT KPI’S (KEY PERFORMANCE INDICATORS)1.2.3.4.budget cuts.PHASE 3: PROJECT EXECUTIONGOAL OF THIS PHASE: DEVELOP AND COMPLETEDELIVERABLES.5.MEASURE PROJECT OBJECTIVES:Measuring if a project is on schedule and budget is an indication if the project willmeet stakeholder objectives. old kick-off meetingH Inform team of their responsibilitiesCHAPTER 1 STRONG FOUNDATIONS ARE BUILT ON THE BASICSOn scheduleOn budgetPage 7
ARE SPECIFIC TASK DELIVERABLES BEING MET?4.Deliverable 15. Deliverable 2TIMEFRAME IN WHICH ISSUES WERE ADDRESSED: Deliverable 3TIPDeliverable 4Review the business case at the end of each phaseand make necessary changesPHASE 5: PROJECT CLOSUREGOAL OF THIS PHASE: REPRESENT THE FINISHEDPROJECT Deliverable 5Deliverable 6 Show recognition towards team members Terminate contractorsWILL PROJECT MEET COMPLETION DATE BASED ON CURRENT Hold evaluation meetingPERFORMANCE? Y Identify what worked/NPROJECT PERFORMANCE NUMBER OF ISSUES ENCOUNTERED:*These can occur from unforeseen hurdles and scope changes.LIST ISSUES:1.2. Identify what didn’t workOnce the project is complete, you’ll need to create a “punchlist” of things thatdidn’t get accomplished during the project and ensure they do get completed. Create project punchlistPerform final project budgetPrepare final project reportStore all project documents and deliverables in a single place3.CHAPTER 1 STRONG FOUNDATIONS ARE BUILT ON THE BASICSPage 8
CHAPTER TWOCOORDINATINGTALENT TOWARDSA COMMON GOALThough often overlooked or undermined, the soft skills unique to this profession are alsoof paramount importance to securing sustainable success as a Project Manager. Take oneof the world’s first widely lauded Project Managers, for example: recognised by WinstonChurchill as “the organiser of victory” for his leadership during WWII, American military leader,George Marshall, was famous for an uncanny ability to select the perfect person for a particularjob, every time. Effective talent management, and the many soft skills that accompany it(communication, leadership, strategic vision, etc.), is a fine art that can only be masteredwith the right combination of theoretical education and hands-on experience underexpert mentorship.
6 SURE-FIRE TACTICS TOMOTIVATE YOUR TEAM TOPRODUCE GREAT WORKWhen you have a highly motivated team,you also have a highly productive team.1. THE POWER OF INDIVIDUALTEAM MEMBER GOALSSuccessful project managers in 2016 willbe the ones that motivate their teamIf you’re only setting team goals,through the power of engagement,you’re missing a huge opportunity.bringing South Africa’s new network ofBecause when you set goals that areambitious, hybrid marketers up to speedtailored to an individual, you tap intowith the international standard of thistheir aspirations and need to self-booming industry.actualise. Meaningful goals transformQUICK CHECKLIST:The highly motivated employee:BONUS CONTENT: Puts forward their best effortTo learn more about how managementperformance on the jobtoo vague, will have the same effect onmotivation as if you had none.Check back to Chapter 1 and be sureto use specific, measurable, achievable,results-focused, and time-bound (SMART)goals to ensure you avoid this.reachable objects, and motivatethem to commit and act with intent. Is always trying to improveBadly planned goals, or those that aretheir aspirations into tangible andHow motivated are your team members?at all timesTIPhas evolved to the progressive placeit finds itself in today,check out this infographic Directs their efforts towardsaccomplishing meaningful goalsCHAPTER 2 COORDINATING TALENT TOWARDS A COMMON GOALPage 10
2. SHARE YOUR PERSONALPRODUCTIVITY TIPSJust because you think like a project manager, doesn’t meanyour team does. Motivate them to meet project goals by givingthem a crash course in PM basics. They can apply these basicsto their own personal workflow, and get more done, faster.TIPBadly planned goals, or those that are too vague,will have the same effect on motivation as if you hadnone. Check back to Chapter 1 and be sure to use specific,measurable, achievable, results-focused, and time-bound(SMART) goals to ensure you avoid this.3. THE POWER OF INDIVIDUALTEAM MEMBER GOALSA PDP will help your team develop new skills andcompetencies - which in turn will empower them with a senseof accomplishment and achievement. The more your teamachieves, the more motivated they’ll be to achieve more.TIPTeach your team how to break down taskswith a Work Breakdown Structure. This is an invaluabletool all PM and non-PM professionals should learn.CHAPTER 2 COORDINATING TALENT TOWARDS A COMMON GOALPage 11
4. GIVE YOUR TEAM PERMISSIONTO “FAIL AND LEARN”5. CELEBRATE THE VICTORIES- NO MATTER HOW SMALL5. TURN TEAM MEETINGS INTOPROBLEM-SOLVING SESSIONSThe more autonomy you give to your team,Give your team the recognition they deserveGet your team involved in solving thethe more they’ll thrive. People want to make theirfor each goal achieved. Even if it’s only a smallcollective issues, problems or challenges thatown decisions and feel like they’re in control.efficiency gain in a process, team members whoface a project at the time. This will encourageThis will motivate them to push even harder asknow their contributions are being acknowledgedgreater engagement, members who knowthey’ll be committed to making their ideas work.and rewarded will be more motivated totheir contributions, and are being acknowledged.As Michael Jordan said: “I’ve failed over and overcontribute further to the project.and over again in my life and that is why I succeed.”TIPTo provide autonomy, use agreed uponoutcome-based objectives, without beingtoo prescriptive about how outcomeswill be achieved.TIPTIPEngagement tactics:Both tangible and intangible rewards Ask, "What can I do to improvecan be just as effective:my management style?"Tangible: A gift certificate, a bonus, Let collaboration thrive - create aa novel office gadget"no-idea's-a-bad-idea" environmentIntangible: Take the team out for lunch, Ensure your team takes frequent breaksgive a team member extra time off Organise enjoyable team-building activitiesCHAPTER 2 COORDINATING TALENT TOWARDS A COMMON GOALPage 12
DAILY STRATEGIESFOR BEING MORE THANA MANAGERLead first, manage second. That’s the trending advice being handed out toambitious project managers around the world today. But, what does it mean exactly?How do PM’s elevate their leadership game over and above what’s already expectedof them? The answer is to start focusing on leadership strategies that empower yourteam to be better, without you having to manage them. Here are just 2 examples:PLAY 1:DELEGATESituation: You’re swamped with work, which is preventing you from leadingto the best of your ability.The play: You create an atmosphere of enablement by delegating work to the team.This has 2 important perks: You get to focus on the higher level PM activities Your team is empowered to make significant contributionsHow to delegate effectively: Be clear about overall purpose of the task and outcomes Ask (don’t dictate) for an estimate of when tasks will be completed Agree on what level of autonomy is requiredWhy this play makes you more than a manager?It moves you closer to a team that’s able to self manage, and grows your roleas a facilitator rather than a manager.CHAPTER 2 COORDINATING TALENT TOWARDS A COMMON GOALPage 13
By using empowering leadership strategies such as these, you end up creatingleaders rather than followers - which is exactly what you need in the currentproject management industry.WORRIED YOU’RE TOO SETIN YOUR OLD MANAGEMENT WAYS?Keep this checklist close at hand to remind you what separates managers andleaders. Every day, try to incorporate a leader’s approach into your daily routine.PLAY 2:ASK THE RIGHT QUESTIONSIt will only be a matter of time before you’re more than a manager.MANAGERSLEADERSSituation: Your team is struggling to solve a problem.The play: You frame the problem around appropriate questions to help yourteam discover the right answers on their own terms, rather than being told.This has 2 perks: You learn how to ask the right questions, which is important for yourown personal growth as a leader It fosters ownership, autonomy, and feelings of success in your teamSuggestions for asking the right questions: Think of the biggest concern. Ask “why”. Then repeat asking “why”four more times. What is everybody thinking, but nobody has the courage to say?1 Administer1 Innovate2 Ask how and when2 Ask what and why3 Focus on systems3 Focus on people4 Maintain4 Develop5 Rely on control5 Inspire trust6 Have short-term perspective6 Have long-term perspective7 Accept the status quo7 Challenge the status quo8 Keep an eye on the8 Keep an eye on the horizonbottom line9 Originate9 Imitate What if we did the opposite?Why this play makes you more than a manager?By giving your team the chance to figure out the problem on their own,you’ve gifted them with a memorable experience that will empower themto tackle problems in the future.BONUS CONTENTEvidence-based management (EBM) is arelatively new movement where managerial decisions are informed by only themost current and best evidence available in management and decision making.Check out this infographic to learn more.CHAPTER 2 COORDINATING TALENT TOWARDS A COMMON GOALPage 14
CHAPTER THREEHOW TO HIT THEGROUND RUNNINGAs we’ve so far discovered, project management encompasses a number of skills: the abilityto motivate a team to work cohesively towards a singular goal, gather information and resources,identify and solve problems, predict outcomes, create deadlines for deliverables, set goals,implement decisions, and execute tasks. This final chapter aims to consolidate what’s comebefore with a practical guide to attacking the all-important project plan.
3 STEPS TO FOLLOW BEFOREYOU CAN GET GOING ON YOURPROJECT PLAN1. CREATE A BUSINESS CASEThis is a detailed document that compares thecosts, benefits and risks of alternative approachesthat could address the business need, and providesa business justification for why a certain projectis best suited to this task.CHECKLIST:Ask yourself, is your case: ConsistentAre the same basic issues addressedin all proposals? MeasurableAre all factors, such as estimated cost or thenumber of resources, based on measurableinformation? Accountable Suitable AnalysisIs the case written to suit the size and scope(assumptions, cost benefit analysis, costs,of the project?benefits, risk, strategic alignment) FocusedIs the case focused on the impact the proposed Conclusion, recommendations and next steps Appendixsolutions will have on the business, rather thanon the technicalities? ComprehensiveDoes the case cover everything and is it writtenin a way that avoids overly technical language?HonestIs the case transparent, and can the elementsand assertions made be justified?DOES YOUR CASE INCLUDE: Cover page Table of contents Executive briefingTIPNot all companies refer to this as a“business case”. Don’t worry about theIs an executive assigned as the responsible(Recommendations and alternatives)party for ensuring that short and long-term Introductionterminology, just refer to a document thatbenefits are achieved?(Business drivers, scope, financial metrics,includes some or all of the aspects of whattime considerations)CHAPTER 3 HOW TO HIT THE GROUND RUNNINGis described here.Page 16
2. CREATE A PROJECTCHARTER TEMPLATEThe project charter includes everythingfrom key project stakeholders, businessproblems or opportunities, and keyThe project charter is a formal documentperformance indicators, to the principlesin which the project's existence and theof the "Iron Triangle": scope,timeframeproject manager's authority is recognised.and cost. Take a sneak peek into theIt defines the scope of the project as wellUCT online Advanced Diploma in Businessas its official start date, and serves as aProject Management with this videoformal record of the project.discussing the Iron Triangle.IT IS INFLUENCED BY:The project charter is crucial in getting Business casebuy-in from the relevant stakeholders Enterprise environmental factorsfor the proposed project and so shouldThese are conditions that the project teamcannot control but that still affect theproject, such as marketplace conditions,organisational culture, standards andstructure, government standards andregulations, and industry standardsbe developed jointly. Similarly, the projectobjectives also need to be clearly definedand agreed upon, as this will align thestakeholders, start the process of scopingthe project and ultimately make assessingthe success of the project easier.TIPPROJECTCHARTERWondering why a career inproject management could be thesmartest step you take in RCHAPTER 3 HOW TO HIT THE GROUND RUNNINGcareer path? Take a look atthis article.Page 17
3. CREATE A PROJECT PLAN TEMPLATEThe intention of the project plan document is to produce a detaileddefinition of how you will manage the various project managementprocesses and knowledge areas.BUSINESSCASEPROJECTCHARTERPROJECTPLANTHE PROJECT PLAN SHOULDCOVER 2 KEY AREAS:1 The “What”This includes a detailed definition of the knowledge areas, including scope,schedule, budget, risk, and priorities2 The “How”Your strategy for managing the knowledge areas, including progressmanagement, risks and issues, resource management, and implementationTIPWhy use templates?Milosevic and Ozbay (2001) states that: “The winners clearly spellout what needs to be done in a project, by whom, when, and how.If a scheduling template is developed and used over and over, itbecomes a repeatable action that leads to higher productivity andlower uncertainty.”PHASE 3 3HOWCHAPTER HOWTOTOHITHITTHETHEGROUNDGROUNDRUNNINGRUNNINGPage 18
YOUR FREEINTERACTIVE PROJECTPLAN TEMPLATEProject plan templates, like projects themselves, differ according to a variety of factors, andshould be customised according to what is most suitable for each project. Use this interactiveand highly customisable template to suit your project needs.CLICK HERE TO DOWNLOAD YOUR FREE TEMPLATEPage 19
READY TO BE A PROJECTLEADER IN YOUR INDUSTRY?If you’re interested in launching or advancing your career in this industry, formalising your projectmanagement skills with a recognised qualification is the route to go. The value of hands-on projectmanagement experience is exponentially increased when coupled with an official certificationfrom a respected tertiary institution.UNIVERSITY OF CAPE TOWNUNIVERSITY OF CAPE TOWNADVANCED PROJECTMANAGMENTFOUNDATIONS OFPROJECT MANAGMENTONLINE SHORT COURSEONLINE SHORT COURSE12 Weeks online10 Weeks onlineVIEW COURSEVIEW COURSE
DEVELOP A PROJECT ROADMAP FOR EVERYONE. Set smart goals S.M.A.R.T GOALS ARE: Specific – To set specific goals, answer the following questions: who, what, where, when, which, and why. Measurable: Create criteria that you can use to measure the success of a goal. Attainable: Identify the most important goals and what it will take to achieve them.
May 02, 2018 · D. Program Evaluation ͟The organization has provided a description of the framework for how each program will be evaluated. The framework should include all the elements below: ͟The evaluation methods are cost-effective for the organization ͟Quantitative and qualitative data is being collected (at Basics tier, data collection must have begun)
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̶The leading indicator of employee engagement is based on the quality of the relationship between employee and supervisor Empower your managers! ̶Help them understand the impact on the organization ̶Share important changes, plan options, tasks, and deadlines ̶Provide key messages and talking points ̶Prepare them to answer employee questions
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Le genou de Lucy. Odile Jacob. 1999. Coppens Y. Pré-textes. L’homme préhistorique en morceaux. Eds Odile Jacob. 2011. Costentin J., Delaveau P. Café, thé, chocolat, les bons effets sur le cerveau et pour le corps. Editions Odile Jacob. 2010. 3 Crawford M., Marsh D. The driving force : food in human evolution and the future.
