w2 Pmitp - Theory

Project Manager
Industry Training Program
>> Week 2 Theory

Agenda
q Scheduling: Unrealistic Deadlines q Communication with Stakeholders

§ Importance § Stakeholder Definition & Examples
§ Challenges § Modes of communication
§ Impact on moral § Different Stakeholder Kinds
§ Dealing with them § Stakeholder personalities
§ How to avoid
q Building a Process
§ Roadmap
§ Process mapping
q Project Monitoring § Importance
§ Definition § Challenges
§ Importance § Tools
§ Methods & Strategies § Example
§ Tools § Building a Process
§ Success Factors
www.reach-academy.net | Toronto, Canada 2
Scheduling – Importance of Deadlines
Deadlines…
Aids with
Offers a chance marketing efforts
to catch mistakes
early-on
Delivers a sense of
Helps keep everyone accomplishment to
on track and team members
project focused

Scheduling – Challenges with unrealistic Deadlines
Short-term Long-term
Challenges Challenges
1 1
Missed delivery dates Low staff morale

2 2
Reduced work quality Staff may aim lower

3 3
Overrunning costs Loss of respect
4 4
Increase in absenteeism Higher employee turnover

Scheduling – Unrealistic Deadlines Impact on Workers & Morale
In a 2017 survey, more than one-third of respondents cited excessive

workloads and tight deadlines as their biggest concerns.
Employees can lose motivation, engage in conflicts and have difficulty

completing tasks. Poor mental focus, sleep deprivation, fatigue and
psychosomatic disorders are common side effects of work-related stress.
Low employee morale can negatively impact performance, productivity,

and revenue. If employees are stressed and overworked, their
performance may be sub-optimal.

Scheduling – How to Deal with Unrealistic Deadlines
1 2 3 4 5 6
Accept it Stay Cool Flag Break it Down Stay Disconnect
& deliver it Under Pressure Problems Early into Smaller Organized
Tasks
Accept and work Stress clouds your Let upper Breaking down the Time management It can help
hard. Once you ability to do things management project into tools can be immensely to be
send it to upper efficiently, so it’s know your smaller particularly cut off from
management, important to stay concerns about the deliverables with helpful. outside
incomplete work calm and get deadlines; they deadlines can help Organization is distractions to help
may flag the issue through work might not realize the project feel key for meeting stay focused and
of unrealistic methodically until you speak more attainable deadlines working through
deadlines and less stressful tasks

Scheduling – How to Deal with Unrealistic Deadlines (Cont’d)
• Set fake deadlines
• Increase resources
• Decrease scope
Specifics for
Project • Treat the deadline as a project risk
Managers
• Manage scope with zero tolerance
• Manage schedule aggressively
• Look for process improvement opportunities

Scheduling – How to Avoid Unrealistic Deadlines
1 2 3 4 5 6
Recognise Think before Clearly define Use your Re-estimate Support

the issues setting requirements employee’s workload vs. your staff
expectations experience deadlines

Scheduling – Roadmap Ingredients
Resources Dependencies
Note the resources From a high-level view,
you’ll need to get the note the important
Contact project done deliverables and how
Key Milestones
they’re connected to a
List the key people on successful project They’re like big cities that you’ll pass through on your
the project team and journey to a final destination. Having them in the project
how to reach them roadmap is a good way to know how far you’ve gone and
how much further you have to go to get there. In a sense,
this is an overview of the project’s baselines
Kickoff Meeting
5 Schedule Overview
Meet about the
roadmap and make 4 It must be addressed, but you’re not creating a date
sure expectations are 6 book with specific dates and times. Just outline the
clear to all (Be sure to general timeline, but do set hard deadlines for
have a kickoff meeting major stages, such as milestones. What you’re
3 making is a project scope statement
agenda prepared)
Project Overview
7
2 The main thrust of any project roadmap is the high-
level goals and objectives of the project. Mainly to
understand in a broad sense the project risks and
1 quality expected of the final project deliverable

Scheduling – Roadmap Examples

Project Monitoring – Definition
What is it?
“Project Monitoring refers to the process of keeping track of all

project-related metrics including team performance and task
duration, identifying potential problems and taking corrective actions
necessary to ensure that the project is within scope, on budget and
meets the specified deadlines”

Project Monitoring – Importance
It is important to monitor project process and collect data because generally project managers are asked to make
important decisions without much verified data. This means their decisions are essentially guesswork.
Monitoring helps to take out some of this guesswork so that decisions can be made with more confidence.
It also helps to…
Ensure the Improve Understand the

Promote Ensure
project is going process stakeholder
learning accountability
as planned. planning perspectives

Project Monitoring – Methods & Strategies
Strategies for Project Monitoring
1 2 3 4 5 6
Define and Utilize Offer Frequent Use Peer Reviews Pre-emptive Set Regular
Communicate Performance Performance Management Meetings
Company Goals Management Feedback and Recognition to Discuss
and Performance Software Outcomes
Objectives and Results

Project Monitoring – Tools
Project monitoring software is helpful for streamlining the process.
Other non-technological tools that can be used are:

• Staff meetings
• Partner meetings
• Participatory reviews by stakeholders
• Statistics & progress reports

Communication with Stakeholders – Stakeholder Definition
Stakeholders are parties that have an interest in a company

and can be affected by them and/or affect them
Stakeholders are typically divided into two groups:
Primary Secondary
Employees, Community,
Investors, Government,
Clients / Trade
Customers, Associations
and Suppliers

Communication with Stakeholders – Modes of Communication
q Scheduling meetings
Ø Including online meetings & lunch meetings
q Newsletters, emails, & posters
q Conference calls
q Project summary reports
q Informal methods:
Ø Hallway conversations
Ø Sporting/after work events
Ø Leaving voicemails

Communication with Stakeholders – Kinds of Stakeholders
Stakeholders will need to be treated differently based on their connection & interest in the project and the
organization.
In addition to what type of stakeholder category people fall into, other factors play a role in the interest
stakeholders will have.
The threats/
Prejudices and benefits the Brand
old alliances firm poses to considerations
them
History of
commitment
Risk of losing with Desire for
credibility organization & innovation
associated
relationships

Communication with Stakeholders – Stakeholder Personalities
Individual stakeholder personalities are something else that must be considered when
communicating. Personalities are complex but here are a few generalized types that
deserve consideration.
Talking Tom
He’s a buddy, always loves chatting and is a super nice person. While it’s good to have friendly and personable individuals
on your project, remember as PM it is your job to keep everything on track. Clearly define the information you need
before instigating a discussion & find ways to turn the conversation back to the items at hand.
Missing Mindy
This person disappears for long periods of time and replies to things unrelated to the information required. Chances are
they have a busy schedule and are not as organized as you. Keep reviews to a minimum and lock in a meeting time to
discuss. Take detailed notes.

Communication with Stakeholders – Stakeholder Personalities (Cont’d)
Emailing Emma
This person loves emailing and will often send many short emails all connecting to one or a few ideas. For this individual,
avoid responding right away as they may have more information to send you. Instead block out chunks of time
throughout the day to dedicate to responding.
Grumpy Grant
This person’s communication style is gruff and blunt. They are hard to please, not completely sure what they want, and
may have a bit of an ego. It is important not to take anything personally and look for the good intentions and ideas that
they have to offer.
Big idea Bart

They are inspiring and constantly coming up with new ideas to better the project. Unfortunately this can get out of hand,
causing scope creep, and losing of sight of the targets. It’s valuable to let these people talk as they provide insights and
great ideas. Problem solve to see what is achievable but be honest and grounded about the resources available.

Building a Process – Process Mapping Definition
A process map is a planning and management tool that

visually describes the flow of work.
It shows who and what is involved in a process, can be used in any business or
organization, and can reveal areas where a process should be improved.
You may know it by one of its many other names...
Functional
Process Model Business Flow Process Chart A Flowchart
Diagram Workflow
Diagram
Process Flow Process Chart
Diagram Functional process
Flowchart Flowchart

Building a Process – Importance & Benefits of Process Mapping
q Provide insight into processes
q Help to brainstorm ideas for process improvements
q Increase communication & provide process planning documentation
q Identifying bottlenecks, repetition & delays
q Help define process boundaries, ownership, responsibilities & effectiveness measures
q Enable knowledge transfer

Building a Process – Challenges
Are there any challenges

with building processes?
q Moving beyond simply using technology to solve problems
q Poor buy-in from executive leaders
q poor buy-in from end-users
q Being agile enough
q Setting a core success/failure measure

Building a Process – Tools
There are many tools available for developing processes
Asana Lucidchart
Some software tool

Monday.com examples to help with Flowfinity
process mapping include
Kissflow –
JIRA digital
workplace

Building a Process – Example

Building a Process – Steps for Building a Process Map
Identify Engage a Define the Brainstorm Learn and Flesh out Physically Review Use it Recheck
specific multi- start and process use a few process walk it to and and
process to functional end elements simple map verify update regularly
be group symbols update it
mapped

Building a Process – Success Factors
• Most of the Business Process Improvement initiatives fail due to

the lack of, or undefined road map
Methodology
• With technical, operational, and transformational skills

Team
• This should be an easy to use business process management tool

and the team’s centralized repository for business processes.
Tools
• Improvement requires measurement right from the start, so this

is key for any process development.
Measure

Projects – Next Steps
q Visit Freedcamp https://freedcamp.com/ and log in with your username and password
q On the top left side, click on “Choose Project” and select the one called: PMIPP 502
q You will find a task for your team for each week; e.g. Week 1 Project – Team 1
q Open the task, read the description, and download the worksheet
q If you are expected to work in teams, please do the following:
Ø Have an initial team meeting to discuss the project requirements and distribute the work among you
Ø Have a final team meeting to gather all work that is done into one document and to make sure it is consistent with each other
Ø Make sure to upload the final document to Freedcamp by Thursday 6 pm (Toronto Time)
Ø Use Discord for discussions or to ask any questions. You’re expected to be in Discord (Shared Workspace), whenever you’re working on the
projects. Please make sure to have your microphone muted.
Ø For special requests, please send an email to PMIPP@reach-academy.net

Reference List
• Scheduling: Unrealistic deadlines • Communication with Stakeholders

https://smallbusiness.chron.com/benefits-deadlines-projects-44815.html https://www.investopedia.com/terms/s/stakeholder.asp
https://www.business2community.com/brandviews/getapp/really-need-know-project-deadlines- https://thesavvypm.wordpress.com/2008/05/28/7-ways-to-communicate-with-your-
01095220 stakeholders/
https://www.roberthalf.com.sg/blog/employers/hidden-risk-unrealistic-expectations-workplace https://www.celoxis.com/article/6-ways-to-effectively-communicate-with-stakeholders
https://bizfluent.com/info-8178431-effects-heavy-workload-employees.html https://www.informa.com.au/insight/managing-stakeholder-relationships-and-expectations/
https://www.intheblack.com/articles/2017/12/07/impossible-work-deadlines
https://pmhut.com/stakeholders-personality-types-and-
https://www.theicpm.com/blog/item/5523-managing-projects-with-unrealistic-deadlines tips#:~:text=Stakeholders%20%E2%80%93%20Personality%20Types%20and%20Tips&text=As%2
https://www.projectmanager.com/blog/tips-for-project-roadmap 0a%20vender%20you%20call,the%20best%20customer%20service%20possible
• Project Monitoring • Building a process

https://www.knowledgehut.com/blog/project-management/important-project-monitoring- https://www.lucidchart.com/pages/process-mapping
implement- https://blog.triaster.co.uk/blog/six-major-benefits-process-mapping
ai#:~:text=Project%20Monitoring%20refers%20to%20the,and%20meets%20the%20specified%2
0deadlines https://www.enginess.io/insights/biggest-challenges-business-process-management
https://hrdailyadvisor.blr.com/2018/01/11/6-strategies-effective-performance-management/ https://www.capterra.com/sem-compare/business-process-management-
software?gclid=CjwKCAjw97P5BRBQEiwAGflV6ZTxfpyMsxdeZgFMcLbxH21U7W7cXeBSzHQsvZjL
mUcqc2hMLWO5KRoCqIIQAvD_BwE
https://www.eonsolutions.io/blog/10-tips-for-building-a-great-process-map
https://www.primebpm.com/5-critical-success-factors-business-process-improvement/

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Project Manager

Industry Training Program

>> Week 2 Theory

q Scheduling: Unrealistic Deadlines q Communication with Stakeholders

www.reach-academy.net | Toronto, Canada 3

Missed delivery dates Low staff morale

Reduced work quality Staff may aim lower

Overrunning costs Loss of respect

Increase in absenteeism Higher employee turnover

www.reach-academy.net | Toronto, Canada 4

In a 2017 survey, more than one-third of respondents cited excessive

Employees can lose motivation, engage in conflicts and have difficulty

Low employee morale can negatively impact performance, productivity,

www.reach-academy.net | Toronto, Canada 5

www.reach-academy.net | Toronto, Canada 6

• Set fake deadlines

• Manage schedule aggressively

• Look for process improvement opportunities

www.reach-academy.net | Toronto, Canada 7

Recognise Think before Clearly define Use your Re-estimate Support

www.reach-academy.net | Toronto, Canada 8

www.reach-academy.net | Toronto, Canada 9

www.reach-academy.net | Toronto, Canada 10

“Project Monitoring refers to the process of keeping track of all

www.reach-academy.net | Toronto, Canada 11

It also helps to…

Ensure the Improve Understand the

www.reach-academy.net | Toronto, Canada 12

Strategies for Project Monitoring

www.reach-academy.net | Toronto, Canada 13

Project monitoring software is helpful for streamlining the process.

Other non-technological tools that can be used are:

www.reach-academy.net | Toronto, Canada 14

Stakeholders are parties that have an interest in a company

Stakeholders are typically divided into two groups:

www.reach-academy.net | Toronto, Canada 15

Ø Including online meetings & lunch meetings

q Newsletters, emails, & posters

q Project summary reports

Ø Sporting/after work events

www.reach-academy.net | Toronto, Canada 16

www.reach-academy.net | Toronto, Canada 17

www.reach-academy.net | Toronto, Canada 18

Big idea Bart

www.reach-academy.net | Toronto, Canada 19

A process map is a planning and management tool that

You may know it by one of its many other names...

www.reach-academy.net | Toronto, Canada 20

q Provide insight into processes

q Help to brainstorm ideas for process improvements

q Increase communication & provide process planning documentation

q Identifying bottlenecks, repetition & delays

q Help define process boundaries, ownership, responsibilities & effectiveness measures

q Enable knowledge transfer

www.reach-academy.net | Toronto, Canada 21

Are there any challenges

q Moving beyond simply using technology to solve problems

q Poor buy-in from executive leaders

q poor buy-in from end-users

q Being agile enough

q Setting a core success/failure measure

www.reach-academy.net | Toronto, Canada 22

There are many tools available for developing processes

Some software tool