D NetworkforGood.com § Dan Huynh, PM @ § Cer=fied Project Management Professional (PMP) § Cer=fied ScrumMaster (CSM) § Product and Business Analysis background § Former President of UNAVSA and UVSA-‐Midwest 2 About Me
D NetworkforGood.com § Let’s plan our workshop together… § There are more things to cover than there is =me! We must priori=ze. § Let’s head over to 3 Planning/Backlog
D NetworkforGood.com Project management is the applica=on of knowledge, skills and techniques to execute projects effec=vely and efficiently. -‐PMI 4 What is Project Management?
D NetworkforGood.com 6 Applied to Conference Planning Ini=ate Why? Feasibility Goals Plan Scope Timeline Cost Execute Do Fix Do Monitor/Control Scope Timeline Cost Risks Close Output Debrief
D NetworkforGood.com § Pros § Model is Intui=ve § Lockdown scope § Upfront documenta=on helpful for knowledge transfer § Cons § Difficult to adapt -‐-‐ usually don’t know what you want upfront or will likely change § Es=ma=ng =me and cost is difficult § Things always look great on paper, but don’t turn out according to plan in prac=ce 7 TradiDonal/Waterfall Model
D NetworkforGood.com § Pros § Phased implementa=on, rolling out in increments allows beger control and agility § Ideal to con=nuously improve project/product/process § Allows for stakeholder feedback throughout the process § Cons § Easy concept but hard to be disciplined in prac=ce § No heavy upfront planning – is ambiguous in nature 9 PDCA Model (Plan-‐Do-‐Check-‐Act)
D NetworkforGood.com • Inspect and adapt ac=vity • Form teams of 7 +/-‐ 2 • Goal: Build as many paper airplanes as you can that can fly across the room. 11 AcDvity – Paper Airplanes Source: The Art of Doing Twice the Work in Half the Time, Jeff Sutherland
D NetworkforGood.com • Checker will check how many planes are actually built that can actually fly • Team Leader builds and pays agen=on to the process itself and look for ways the team can make beger plans and speed up produc=on • Everyone else will concentrate on building as many planes that actually fly the distance in the assembly =me allowed 12 Paper Airplanes -‐ Roles
D NetworkforGood.com • Three 6 min Cycles • Plan: How you’re going to build the airplane. (1 min) • Do: Build and test as many airplanes as you can that can actually fly. (3 min) 13 Paper Airplanes -‐ PDCA
D NetworkforGood.com • Check: Team looks for how it could improve its process. What went right? What went wrong? Should the design be changed? How can the construc=on process be improved? (2 min) • Act: Change your way of working based on real results and real environmental input. 14 Paper Airplanes -‐ PDCA
D NetworkforGood.com • Did we con=nuously improve our output? Why? • What were some of the lessons learned? • Do you think you would have been able to make more airplanes if I gave you 9 min to plan and then 9 min to build airplanes? Why? • How might we implement PDCA into VSA projects? 15 Paper Airplanes -‐ Debrief
D NetworkforGood.com 16 PM Best PracDces 1. Manage process/tasks, lead people 2. Priori=ze 3. Inspect and adapt, frequently 4. Use Informa/on Radiators 5. Communica=on is #1 priority of PM
D NetworkforGood.com 21 PM SoRware/Tools • It’s not about the soqware • The only important ques=ons: • What gets the job done? • What works for you? • What works for your team?
D NetworkforGood.com 22 Resources • Leadershyp hgp://danhuynh.co/leadershyp • DanHuynh.co/pmessen=als • Agile Project Management QuickStart Guide (Book) • Scrum: The Art of Doing Twice the Work in Half the Time (Book)
D NetworkforGood.com 23 Key Takeaways/QuesDons • Waterfall is great for some projects • Plan-‐Do-‐Act-‐Check • Shortens the feedback loop • Ability to inspect and adapt • Teams can rally intensely around each itera=on • Manage process/tasks, lead people