1.9 Identify key project milestones and communicate these to persons involved Element 2. Administer and monitor project 2.1 Implement and monitor project in conjunction with project team members 2.2 Provide support and assistance to team members, as required 2.3 Build trust and respect within the project team 2.4 Assess and review progress against project goals and in consultation with project team members 2.5 Determine the need for additional project resources and take action accordingly 2.6 Monitor budget in accordance with enterprise guidelines 2.7 Provide regular reports on project progress to all appropriate colleagues/customers 2.8 Complete the project within agreed time lines Element 3. Evaluate project 3.1 Assess project at specified stages, using agreed evaluation methods 3.2 Take account of agreed goals and priorities when carrying out a project evaluation 3.3 Involve project team members, appropriate colleagues and customers in the project evaluation 3.4 Incorporate evaluation results into ongoing project management information from project evaluation with appropriate colleagues and incorporate information into future planning 3.6 Report on project Resource strategy may relate to: resources strategy with reference to permanent/part-time employees, contractors Material resources strategy, e.g. Supplier contracts, discounts, volume pricing Physical resources strategy, e.g. Purchase, rental Framework for development, maintenance and utilisation of resources. Financial viability of the project may relate to: Availability of short and long-term funding Cash flow issues Market feasibility Level of financial risk involved Cost benefit analysis Impact on other aspects of operation Breakeven points/profitability. Key factors may relate to: Available resources Capability of resources Budget Contractual obligations Contractual penalties. Administrative structure for the project may relate to: Management Secretariat Consultants Contractors and suppliers
Ongoing business projects such as taking responsibility for delivering one component of a bigger ‘major’ project, for example: You might have responsibility for the food and beverage elements of a function but not responsibility for staffing, security, entertainment or other aspects of the event You may be asked to handle the purchase of tables and chairs for a refurbished restaurant but not be involved in the planning and building stages, the decoration or the development of new menus You may be asked to undertake specified market research activities if the venue has embarked on a wider project to attract a new target market. Class Activity – Discussion Trainer asks students to identify and describe a range of small industry-related project identifying what is involved in each. Slide Slide No Trainer Notes Trainer highlights that there is commonly a need when managing a small project to cooperate, collaborate and consult with others in relation to the project explaining there may need to consult with: Other supervisors from other departments or sections Managers of other divisions or areas Owners of the business Staff from relevant operational departments The client there is a person/organisation paying for an event/function Attendees at an event/function to determine their needs, wants and preferences Providers and suppliers – these are the businesses who sell you the goods and services needed to undertake/support the implementation of a project Government authorities and agencies to determine legal compliance requirements, and to solicit support and assistance with implementation of the project. The requirement to consult with others frequently/usually extends beyond the vital planning phase into the implementation stages of the project. Slide Slide No Trainer Notes Trainer states the following have proved effective in engaging with staff in project work: Develop dedicated project teams Discuss the project at staff meetings, team briefings and similar Hold a special staff meeting (or series of meetings) with a sole focus on the project.
Illustrate how trust and respect between these two parties can be developed and maintained. Slide Slide No Trainer Notes Trainer presents points to note trust and respect: Trust and respect is a two-way street – there must be mutual respect. You must have trust and respect for your project team/s and they must have trust and respect for you You cannot order or direct someone to have trust and respect You have to give trust and respect to your team. Slide Slide No Trainer Notes Trainer continues presenting points to note about trust and respect: You have to earn trust and respect for yourself and respect is the result of a combination of factors such as: and respect are established over time. Class Activity – Questions Trainer asks students what factors combine/are needed to develop and respect. Possible answers: Honesty Reliability Credibility Understanding Commitment Good communication Consultation and collaboration. Slide Slide No Trainer Notes Trainer presents ways to build trust and respect:
more yourself than you expect them to do. It is vital you lead by example and demonstrate your capacity for work Avoid micro-managing them – give them a job and let them determine how to do it unless it has to be done in a certain way Value each member of the team – see the project team as individuals rather than as a vague conglomerate of people Get to know the people in the team – learn their names, about their likes and dislikes, their personal history and about their expectations. Slide No Trainer Notes Trainer continues presenting ways to build trust and respect: Use names when talking to them. This demonstrates you have made an effort to get to know them Communicate with all of them on a regular basis – keep the lines of communication open Provide and encourage constructive feedback Give them responsibility – nothing demonstrates or faith in staff better them actually placing trust in them to complete work which has been allocated to them. Slide Slide No Trainer Notes Trainer continues presenting ways to build trust and respect: Celebrate the individuality of your team members – diversity can be a cornerstone of success Pitch in and do some hands-on work yourself to contribute to the project as opposed to only be seen to undertake management duties: demonstrate your competency Congratulate them regularly but make sure the congratulations are ‘earned’ and legitimate – congratulate them: Individually and face to face At team briefings and meetings When they have done good work When they achieve a KPI or milestone If they make a mistake, do not lecture them – rather take a constructive approach and:
Identify what went wrong – adopting a ‘no blame’ policy Explain or demonstrate the correct way Avoid being angry, vindictive or aggressive. Slide Slide No Trainer Trainer continues presenting ways to build trust and respect: Encourage their input, opinions and feedback – never be afraid of listening to what team members have to say or contribute Spend some time with them in a social context instead of only interacting with them in a work/project-related setting Never play favourites. Avoid situations where: You spend more time with some team members than others You give ‘better’ jobs to some team members but not to others You discipline some team members but not others for the same issue You provide more opportunities to some but not to others You give more freedom or latitude to some but not to others Address issues and problems promptly as opposed to ignoring them and allowing them to fester and grow Advise your manager about the good work done by your team and/or individual members of the team. Make sure you never take credit for the work of others. Slide Slide No Trainer Notes Trainer states PMs need to assess and review project progress to: Compare actual progress against expected/anticipated progress such as: Allocating more staff or time to the project Providing additional resources – see later slides Changing suppliers or contractors Revising the project management plan to allow, for example, more time to complete stages or to include work which was not originally identified (or required by the client) Enable accurate and honest feedback and reports to be to you from the team and stakeholders on the project Give your project team necessary feedback Allow you to integrate other work/projects with your existing workload.