Managing Projects and Processes - Learning and Talent ... Spring13.pdf Managing Projects and Processes

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  • UW Sometimes and Aspiring Supervisor Series Spring 2013 - Week 8

    - 1 -

    Theme #4: Skills to Collaborate and Delegate

    Managing Projects and Processes

    We must not cease from exploration. And the end of all our exploring will be to arrive where we began

    and to know the place for the first time. T. S. Elliot

    Readings:

    Summary of 7 Habits, Stephen Covey

    Urgency Index, by Stephen Covey

    References:

    Covey, Stephen. (First Printing 1989). 7 Habits of Highly Effective People, Powerful Lessons in Personal Change, New York: Fireside by Simon & Schuster.

    Covey, Stephen; Merrill, Roger: and Merrill, Rebecca. (1994). First Things First: To Live, to Love to Learn, to Leave a Legacy. New York: Fireside by Simon & Schuster.

    AGENDA

    1. Stephen Coveys 7 Habits of Highly Effective People 2. Put First Things First 3. Urgent versus Important 4. Tools for Managing Projects 5. Tools for Managing Processes 6. Letter to Myself

    7. Graduation!!

  • UW Sometimes and Aspiring Supervisor Series Spring 2013 - Week 8

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    1. Stephen Coveys 7 Habits of Highly Effective People

    Successful people have the habit of doing the things failures dont like to do. They dont like doing

    them either, but their disliking is subordinated to the strength of their purpose.

    Albert E. Gray, in The Common Denominator of Success.

    At your table, identify principles or practices that weve covered in this series, which relate to each of Coveys 7 Habits of Highly Effective People. Write them in the table below.

    Stephen Coveys Habit: Relates to Concept from Sometimes and Aspiring

    Supervisor Series:

    Habit 1: Be Proactive

    Habit 2: Begin With the End in Mind

    Habit 3: Put First Things First Use reflective listening and principle of accountability to seek root causes of problems rather than spending your time putting out fires.

    Habit 4: Think Win-Win

    Habit 5: Seek First to Understand,

    Then to be Understood

    Habit 6: Synergize

    Habit 7: Sharpen the Saw

    NEW

    Habit 8: Find Your Voice and Help

    Others Find Theirs

  • UW Sometimes and Aspiring Supervisor Series Spring 2013 - Week 8

    - 3 -

    2. Put First Things First

    1. What is the one activity that you know if you did superbly well and consistently would have significant positive results in your personal life?

    2. What is the one activity that you know if you did superbly well and consistently would have significant positive results in your professional or work life?

    3. If you know these things would make such a significant difference, why are you not doing them now?

    Complete the Urgency Index on the next page from Stephen Coveys First Things First.

    What was your score? What does it mean?

    0 25 Low urgency mind-set

    26 45 Strong urgency mind-set

    46 + Urgency addiction

    What changes would you like to make based on your index and answer to these questions?

    Well share your thoughts with a partner after the next exercise.

    Individually, take a moment to consider your answers to the following 3 questions from Chapter 2 of Stephen Coveys book,

    First Things First:

  • UW Sometimes and Aspiring Supervisor Series Spring 2013 - Week 8

    - 4 -

    Stephen Coveys Urgency Index from First Things First

    Circle the number that mostly closely represents your normal behaviors or attitudes regarding the statements at the left

    (0=Never, 2=Sometimes, 4=Always).

    1. I seem to do my best work when Im under pressure. 0 1 2 3 4

    2. I often blame the rush and press of external things for my failure to spend deep, introspective time with myself.

    0 1 2 3 4

    3. Im often frustrated by the slowness of people and things around me. I hate to wait or stand in line.

    0 1 2 3 4

    4. I feel guilty when I take time off work. 0 1 2 3 4

    5. I always seem to be rushing between places and events. 0 1 2 3 4

    6. I often push people away so that I can finish a project. 0 1 2 3 4

    7. I get anxious when out of touch with the office for a few minutes. 0 1 2 3 4

    8. Im often preoccupied with 1 thing when Im doing something else. 0 1 2 3 4

    9. Im at my best when Im handling a crisis situation. 0 1 2 3 4

    10. The adrenaline rush from a new crisis seems more satisfying to me than the steady accomplishment of long-term results.

    0 1 2 3 4

    11. I give up quality time with important people to handle a crisis. 0 1 2 3 4

    12. I assume people will naturally understand if I have to disappoint them or let things go in order to handle a crisis.

    0 1 2 3 4

    13. I rely on solving some crisis to give my day a sense of meaning. 0 1 2 3 4

    14. I often eat lunch or other meals while I work. 0 1 2 3 4

    15. I keep thinking that someday Ill be able to do what I really want. 0 1 2 3 4

    16. A huge stack in my out basket at the end of the day makes me feel like Ive really been productive.

    0 1 2 3 4

    After going through the Index, add up your total score and measure yourself with the

    following key: Total Score_______________

    Low end: the urgency paradigm is probably not a significant factor in your life

    Middle or higher end: theres a good chance urgency is your fundamental operation paradigm

    High end: urgency may be more than just the way you feel; may be an addiction.

    0-25 Low urgency mind-set

    26-45 Strong urgency mind-set

    46 + Urgency addiction

  • UW Sometimes and Aspiring Supervisor Series Spring 2013 - Week 8

    - 5 -

    3. URGENT vs. IMPORTANT

    Stephen Covey describes four quadrants that our activities fall into in First Things First.

    Time Management Matrix

    Urgent Not Urgent

    Important

    Not Important

    Individually, write in the grid above the activities you spend the most time doing at work.

    Find a new partner. Share your thoughts from the last two activities.

    1. What do you want to spend more time doing at work? At home?

    2. What activities seem to take you away from the important things that you want to achieve?

    3. What changes would you like to make?

    I

    Routine Work, Handling Customers,

    Crises, Pressing Problems, Deadline-

    driven projects, Meetings &

    preparations

    II Preparation, Prevention, Strategic

    Planning, Goal Setting, Coaching,

    Building Relationships, Empowering

    III

    Interruptions, some phone calls and

    email, some mail, some reports, some

    meetings, Many pressing matters

    IV Trivia, Busywork, Time wasters

    Irrelevant mail or email, complaining,

    Excessive TV or computer use

    "The secret of getting ahead is getting started. The secret of getting started is breaking your

    complex overwhelming tasks into small manageable tasks, and then starting on the first one." -- Mark Twain

  • UW Sometimes and Aspiring Supervisor Series Spring 2013 - Week 8

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    Difference between Projects and Processes

    Project: a temporary and one-time endeavor that creates a unique product or service. Project management needs organization of the resources and work required to complete it within defined scope,

    time, and cost constraints. Example: Making a training videotape

    Process: permanent or semi-permanent ongoing functional work that creates the same product or service over-and-over again. Example: Processing Procard statements

    The management of these two systems is often very different and requires different tools.

    4. Tools for Managing Projects

    Read the box below on the difference between managing projects and managing ongoing processes.

    What questions do you have?

    Lets review a couple

    2 Sample Tools for Project Management

    Microsoft Project Software

    5 PM Project Software

  • UW Sometimes and Aspiring Supervisor Series Spring 2013 - Week 8

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    4. Tools for Managing Projects continued

    You dont have to do high tech, to do Project Management:

    Examples of Grids To Manage Projects

    (Can be hard copy or computer based)

    Training Resource Center Office Log

    Name OFFICE ROUTINE (OPENING AND CLOSING)

    Date From To Message Resolution

    10/6 Mary Lisa Setup brainstorming time for Union 101Facilitators.

    Make To-Do list for Union 101 on x drive. Still looking for a date

    10/6 Lisa Kelly Carol Buckingham from Dimensions called you back.

    You can reach her at 608-332-4563

    Kelly returned call on

    11/7

    WISCAL Calendar

    Date Tasks 9:00 am

    Anna: See Mary about nametag project in your IN box

    Shannon: Draft Task Analysis for Attendance Clean Up

    Anyone: Copy packets for Tuesday workshop

    Dion: Teach Shannon how to use Mail Merge by Friday

    9:30 am Union 101 Self Study

    10:00 am

    10:30 am

    11:00 am Cashier Self Study

    11:30 am

    12:00 pm

    12:30 pm TRC meeting: NO SELF STUDIES

    1:00 pm TRC meeting: NO SELF STUDIES

    How about a good ole clip board?

    Date In

    Contact

    Person

    Assigned Task

    Date

    Completed Comments

    10/11

    Mary Michelle Enter Trainings in database from binder 10/21

    10/21

    DR Shannon

    Add Start Time/End Time to workshop Sign in

    sheet 10/22

    Hard copy on

    counter

    10/27

    DR Natalie

    Schedule live U101 for (F) Jan 14. See DR for

    time

    What methods do you use to manage projects?

    file:///X:/StaffEd/TRC/Office%20Tasks/General%20Office%20Routines/Official%20Office%20Routines.doc

  • UW Sometimes and Aspiring Supervisor Series Spring 2013 - Week 8

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    5. Tools for Managing Processes

    Identify tasks that must be performed daily, weekly, or monthly, even if primary person responsible

    for task is absent. Also identifies the back-up person who has been trained.

    Task Timing Primary Person Back-up Person

    TRC Office Management

    Check & respond to wutraining e-mail Daily Elizabeth Office Staff

    Create daily To Do and follow-up to ensure completion. Daily Michelle Office Staff

    Facilitate check-outs for online training classes. Daily as needed Office Staff Bradley

    Pick up & sort mail Daily after 1:30pm HR front desk Bradley

    New Staff Workshop Support

    If there is a training, confirm room on TITU Daily, morning Elizabeth Bradley

    Confirm # of packets, confirm facilitator, set-up cart Daily, morning 1st shift person Michelle

    E-mail reminders to new staff for workshops 2-3 days prior to

    workshop Elizabeth Elizabeth

    Confirm that facilitator(s) & set-up staff have confirmed

    for workshop Thursday afternoon Anna Elizabeth

    Enter workshop attendance into WUHRID, e-mail MU

    & US Building Cashiers w/ Cashier attendance Day after workshop Elizabeth/ Anna Office Staff

    Send training report to R:drive & e-mail supervisors Weekly Michelle Tammy

    Individually, identify some of the critical functions in your department.

    Critical Functions

    Task Timing Primary

    Person

    Back-up

    Person

    1

    2

    3

    4

    5

    6

    Critical Functions:

    Your

    Turn

  • UW Sometimes and Aspiring Supervisor Series Spring 2013 - Week 8

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    5. Tools for Managing Processes continued

    Worksheet for Continuing Improvement

    What am I most proud of from last year? What are my wishes for this year?

    or

    Whats working well? What do I wish was better?

    TO DO List / Action Plan

    What Do We Need TO DO? Who Will Follow-Up?

    What Needs further information, dialogue, etc?

  • UW Sometimes and Aspiring Supervisor Series Spring 2013 - Week 8

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    6. Letter to myself

    Write a letter to yourself. See hand-out for directions.

    7. Congratulations!

    You have Completed

    the UW Sometimes and Aspiring

    Supervisors Series!

    Never doubt that a small group of concerned

    citizens can change the world. Indeed, it is

    the only thing that ever has.

    Margaret Mead