Getting Things Done

Guest Lecture – Cindy Dahl, PEBA 550 Spring 2007April 24, 2007

cdahl@onami.us

Introduction – Cindy Dahl

VP Operations, ONAMI, Inc. Oregon Nanoscience and Microtechnologies

Institute 25 Years experience as a consulting engineer;

18 yrs with CH2M HILL Corvallis Area Manager 1999-2005 Regional Staffing Mgr 2002-2004 Project Mgr., Program Mgr., Sr. Eng. Regulatory Strategist for Industry, Gov.

BS Civil Eng., MS Env. Eng., Univ of Illinois

How to Get Things Done

For-Profit/Industry Setting Client Projects Internal Projects or Organization Change

Academic/Non-Profit Setting Volunteer Organization

Elements of Success Strategy

Know where are you going and why Leadership

Communicate the Strategy Define Success Motivate the Team

Management Manage schedule and budget to plan Provide necessary resources Anticipate and React to Change Keep Success in Sight

When all you have is a Hammer… Everything looks like a Nail! Project/Program Management is a pretty

good hammer Technique and Principles apply to a wide

range of projects and to organizational change

Touch on some important aspects of project management – not comprehensive

Project Management Essentials

Project Definition Project Plan Skilled Project Manager Project Plan Implementation Team Project Plan Adequate Resources - $, staff, etc. Project Plan!

Project Definition

What are you trying to do? Who are the stakeholders? What will a successful project look like?

Defined by owner, team, and stakeholders What is the timeline? Where is the starting point? What resources are available ($, staff, etc.)

Project Plan

Develop initial project definition, schedule, budget with owner

Review with stakeholders Refine Plan

Skilled Project Manager

Responsible for all aspects of the project Understand legal responsibilities, if any Don’t accept responsibility without

resources Responsibility without authority is

challenging, but not impossible! Responsible for Satisfying the Client and

the Project Team Responsible for Communication!

Skilled Project Manager, cont.

Learn by doing, but also get training Quantum levels of management

Manage yourself on a task Manage a task where you are the only staff Manage a task with multiple staff Manage a small project (one or two tasks) Etc., Etc. Always ask for input – 360 review Get a mentor!

Project Planning

Use the right tools Microsoft Project – very versatile Gantt charts Specialized Software Excel Spreadsheet

Engage the Team Client/Owner/Stakeholders Task Leaders Technical Experts Senior Reviewer

Communicate the Plan (continuously) Refine the Plan

Implementation Team

Identify Discrete Tasks and Managers Determine Staffing needs over time

Task Managers expertise is essential Identify competing resource needs

Prepare Budget and Schedule Estimates Define Positive and Negative Scope Define Team Operating Dynamics-

Communication, Reporting, Responsibility

Project Planning

Get Scope/Budget/Schedule Endorsement By project team By owner/client

Plan for Reality (People, Machines, Nature) Plan to Manage Change

Adequate Project Resources

Detailed Planning Required, unless you’ve done it before (and documented what went wrong)

Closely define scope- and get endorsement of definition

Monitor costs as you go Estimate cost to completion regularly Scale the project to the resources

Did I mention Project Planning?

Project Plan needs to be current- not a shelf-sitter

Complete, but not ornate Be sure to define the project end point Define success, but plan to exceed

Project Management – the Personal Side

Different Styles of Management Team Member Hierarchy Authoritative (Because I said so)

Different Needs in Different Settings Everyone Needs the 3Rs

Respect Recognition Resources

Leadership Resume

American Leadership Forum of Oregon – Senior Fellow

Corporate Roundtable Board of Directors-

Economic Development Partnership (EDP) Corvallis Public Schools Foundation ArtCentric Trustee Budget Commissioner, City of Corvallis

Leadership

Who can be a leader? Can multiple leaders be effective?

Board of Directors Business Roundtables

The Vision Thing Create the “ah ha!” moment for others Leading is not Commanding

What is a Leader?

Band Leader Lead Dog Lead the Troops Lead Gift/Lead Donor Follow the Leader Hot Lead …

Leader- definition

A person or thing that leads A guiding or directing head A conductor or director The principal player or singer Featured article of trade, esp. one

offered at low price Leading- principal, chief, most or

extremely important, foremost

Learning Leadership

Tools, Books, Seminars Abound Listen, Observe, Think Follow your instincts and passions Look for Leaders – Watch and Learn

Strategic Thinking

When do you need a Strategy? What needs to be in a Strategic Plan? Who should develop a Strategy?

Different Skills in Different Settings – Industry, Business, For-Profit

Bottom Line Focus Time Critical Resource Limited Competition Hierarchy

Different Skills in Different Settings - Non-Profit or Academic Setting

Collaboration Resource Limited May not have authority to implement Diverse stakeholders

Different Skills in Different Settings - Volunteer Organization

Resource Limited No authority to implement Diverse stakeholders Competing priorities- for organization,

community, volunteer staff