When HR becomes a true business partner, along with that comes the responsibility to understand project management methods when working on projects. These days a huge role of HR Management is managing projects and vendors. All kinds of projects. Sometimes HR manages a project via a third party vendor; other times a cross-functional team that could span other locations, time zones, even countries. One aspect of today’s projects is they often include technology and people considerations that cause projects to grow increasingly complicated.
The purpose of good project management assists every area of a business from methods of increasing customer satisfaction to budget management, all the way to linkage of projects with business strategic outcomes. Good project management outcomes increase timeliness and efficiencies of scale, savings and/or speed of their projects making a good idea even better.
Everyone has good ideas; the key to success is being able to implement ideas. To achieve maximum benefits from good project management all members of the team need to be on the same page; using the same methodology, tool-sets and documentation and understanding what their team members are doing regarding analysis, planning, design and evaluation. These days it is common for a team’s critical members to not even be your employees, instead they are a vendor’s employees.
However, people is at what HR excels. Good project managers do not fail to understand or underestimate the effects of people on projects. A good project manager needs to manage the psychology of the project just as well, if not better, as managing its other resources. Even the best-planned project will not come to fruition if the people are not on board, or worse, have secret agendas. Most projects bring about change of some sort, and/or have some sort of uncertainty and uniqueness inherent to them; all factors with which people are historically uncomfortable. So even in the best of project plans, people do not always act the way one plans for them. Compounding the problem is that the people affected by projects and those who are influencing the outcome of a project are often the same persons(s). These people working on the project can even create their own aims, which may or may not be in line with the project’s purpose. Additionally that same diversity of ideas and knowledge seen as beneficial for a cross-functional team are often the same that create its conflicts.
Documentation is also critical to project management but the documentation needs for projects may be very different from what HR is used to producing for employment related matters. Timelines and other appropriate project management tools need to be chosen and maintained. Instructional documentation may need to be generated and documentation that documents the project history is required.
Managing projects and vendors requires the organization of people, equipment, resources and procedures in an appropriate way to get a project completed within a set time-frame and budget. While traditional organizational skills are helpful in any project, today they are not enough, and those skills
At the end of this seminar, you will
- Be able to plan and manage effective projects from start to finish
- Be able to establish and build business cases for projects
- Have a good understanding of project management methodology
- Manage projects that accomplish their project goals
- Keep project teams’ motivated, even through conflicts and changing goals
- Manage vendors, third parties and work effectively with IT
- Experience better overall project outcomes
DAY 1 : (8 AM – 4 PM)
Project Management Overview
- It might be a good idea but… Determining if a project should move forward
- Why being able to ask good questions leads to better outcomes than telling
- Overview of the stages of a project
- The most common reasons projects fail, and the reasons they succeed
EXERCISE – Leadership Is Asking Good Questions
Communicating, Negotiating and Persuading Decision Makers and Higher Ups
- Making a business case for a project
- Gathering project scope information
- How to enlist cooperation and support from decision makers
- How to ask for and get more resources, including money for an existing project
- Negotiating and communicating mistakes
- How to use mistakes as a springboard to project success
- Leadership skills for Project Managers
- Stages of change. How to navigate each stage
- Gaining cooperation from those affected negatively by a project
- Keeping momentum going even when projects are not going as planned
EXERCISE – Gaining cooperation from those affected negatively by a project – whose knowledge is also important to the project’s success
How to Run Productive Meetings
- The 10 keys to running productive meetings – 5 are critical and without which you cannot have an effective meeting
- After the meeting – keeping momentum going
- How to ensure people bring their A game, are prepared and contribute
EXERCISE – Keeping Meetings on Track
Using Project Management Tools
- Choosing and using task management software
- Using Gantt and PERT chart tools
- Budgets – getting what you need while presenting a realistic budget
- How to develop effective timelines
- How task prioritization is critical to task management
- Using task prioritization tools
- Harnessing the power of automated workflows and notification tools
- Generating high quality project documentation
EXERCISE – Persuading “Non-Tech” Users to Use Project Tech Tools
Managing Each Stage of a Project
- Everyone Has Good Ideas – Making Them Happen Is The Key To Success
- Initiate – We have an idea or want to solve a problem
- Define – What are we going to do with our idea or problem?
- Plan – How will we accomplish our idea, or solve our problem?
- Design – Building a solution to execute our idea or solve our problem
- Implement – Putting our solution into motion. Did it work? How do we know?
- Maintain – Closure, administration, review and upkeep
DAY 2 : (8 AM – 4 PM)
Managing Changing and Evolving Projects
- Why most projects change during their evolution. How to tell if its positive change or not.
- Keeping a project on track. How to get a project back on track if it has veered off
- Managing project creep
- When to start a new project
- Knowing when to quit. Communicating as such
- How to say “No.” Even to your boss
Managing the Psychology of Projects
- Managing workloads
- Getting the right people on your project team
- Maximizing projects as developmental learning opportunities
- Leading people through inevitable conflicts – keeping people talking when they do not want to talk
- Managing sensitive HR Projects
- How projects that affect employee lives require special handling
- Ongoing project marketing plans for sensitive projects
EXERCISE – Managing and Communicating a Performance Management Overhaul
Managing the Dark Side of Projects
- Minimizing the effect of the wrong people – but from whom you need their expertise
- Getting around change blockers, stumpers and stallers
- Project sabotage. It happens. How to deal with sabotage
- Dealing with a project “double agent” or “hostile stakeholder(s).”
EXERCISE – Is it Sabotage? How to Determine If Its “Miscommunication” or Sabotage.”
- Strategies to develop cross-functional teams
- Satisfying multiple stakeholders. Including those whom may have different definitions of project success
- How to “borrow” talent from other departments
- Making it easy for employees to succeed even when they are pulled between their Supervisor and your project
- Interconnectedness – Considerations of projects that connect with other projects
Considerations of Software Project
- Make it easier to work with IT by understanding the different phases of a system development life cycle
- Why planning and testing, while always important, are critical to IT projects
- How good project documentation is critical with IT projects
- Getting buy in and access to the real decision makers of an IT project. They may not always be whom you think
- How to make good use of people who have loads of technical talent, but persist in old school execution
Working With Vendors and Third Parties
- Vendors as crucial business partners
- Conducting due diligence on vendors
- A list of 20 questions to ask vendors
- Critical considerations when managing projects through vendors
- Managing your vendors and their employees
- Handling problems with vendors, their level of service and/or employees
Q&A and Program Wrap Up
MBA, MS, SHRM-SCP
- Teri Morning, MBA, MS, SHRM-SCP specializes in solving company “people problems.”
- Teri is the founder and a principal partner in HindsightHR – employee investigation and incident case management software. www.hindsightcloud.com
- Teri also sources software solutions for compensation and performance management.
- Twenty+ years human resource and training experience in a variety of fields, including retail, distribution, architectural, engineering, consulting, manufacturing (union), public sector and both profit and non-profit companies.
- Teri has enjoyed consulting with employers on their problems and trained managers and employees for over 20 years, meeting and working with employees from all types of businesses.
- In addition to a MBA, Teri has a Master’s degree in Human Resource Development with a specialization in Conflict Management.
- Teri was certified by the State of Indiana in mediation skills, Teri is certified in Project Management and IT Management, qualified as a Myers-Briggs practitioner and holds the SHRM certification of a Senior Certified Professional.
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