• Scoping out final goals, risks, and constraints

• Winning acceptance and resources
• Planning the process, task breakdown, skills assessment, risk management

Elements ( continued)

• Gathering and monitoring resources

• Addressing and resolving problems

• Reviewing and completing the process
 

• Build a positive and wide range of stakeholders

• Balance persistence and flexibility

• Respect the limits and try to have fun

Creative wisdom
. 

• Maintains pattern throughout project

• Reduces confusion

• Extend Queen’s good works.

.

• Bring untold wealth to Spain,

• Spread Christianity,

• Extend modern technology and civilization to less developed lands.

• Find out if the world was round; if there were unknown lands to the West and another route to India and its wealth.
 
 

• It takes time,
• Requires inter-action
• Builds on the visions of others,
• Requires honesty,
• Needs commitment.

• Middle manager vision as "interconnected organization" in 1981

• Technology only 15% there but idea "just felt right"

* New idea: Information as a resource like people and capital

• Enlisted management who shared vision

• All 600 facilities in 50 countries "wired" in 10 years
 
 
 
 

To undertake this and other projects requires staffing and such questions as:

• What skills do we need ?

• What skills would be desirable?

• Where will we find the people we need?

• What will they be paid?
 
 
 

--—He reminded the Queen that he was about to do something never done before, something with unimaginable rewards.

- that he had found the people he needed in many skill types, seamen, soldiers, carpenters, linguists, physicians, scientists, and priests .

- that his plan for paying them did not require her to put up money at the front end.

- that his plan for compensating their families if the ships and men did not return.
 

In planning project managers must gathered all the information they can about similar projects:

• Experience of others with similar projects?

He told the Queen of years of study while he waited for the resources he needed. Collected facts, studied and corresponded with learned scientists, traveled to the limits of the empire, consulted Arabic astronomers and the writings of Marco Polo.

• Described his brother’s mapping skills and
• Told her the rumors and legends.
• Rising interest in crossing the Atlantic. The Venetians and Moors controlled the routes East. A race to the West was in the making.

Situation analysis is the business of asking

• "What is the situation?

• What are the concerns?

• How best can we address this issue?

• What are the potential problems, challenges, and opportunities?

• What is the priority—the main event?

• What is the plan?

* What is the decision and its purpose?

• What are the criteria including those required and ranked desirable ones?

• What are the options?

• What are the risks ( how likely and how serious)?

• What are the costs and benefits?

The consequences of technology have meant

• Doing more with less,

• Partnering, innovative teaming,

• Shifting accountability and new roles,

• Enhanced productivity,

• Safe cost-conscious approaches,

• Revolutionary improvement.

Seductive message of quantum leaps in capability, thanks to technology, seemed to imply that experience not important

That assumption proved to be untrue

• Need for experienced project managers.

• In short supply leaving few potential mentors.

• Inexperienced project managers can’t get jobs because they lack experience.

• They can’t get experience without jobs as project managers.

• Work-study assignments, shadowing, simulation.
 

• How will it be organized

• What is the schedule?

• Leave Spain in the summer.

• accomplish criteria for success
• reduce the hazard of losing lives at sea.

• Train in secret navigational technology.

• Reach China and negotiate trade agreements.

• Provide for provisioning

• Include communication back to Spain with a method for messages to come back in case of disaster.

• What resources must we buy and from whom?

• What are our financing alternatives?

• Have we balanced resources and requirements to ensure mission success
 

• Size and costs of his ships,

• Gifts for trade and presentation to the rulers of China ,

• Weapons and ammunition,

• Navigation instruments,

• Payroll that had been deposited with the bankers

Large projects require nails and hammers and also impact others not directly involved. The project manager has to address

• What approvals do we need ?

• What agreements ?

• What contracts?

• What about insurance or bonds?

• Bonds with bankers,

• Safe passage documents from the Pope and King of Portugal,

• For emergencies, a letter of credit from the Queen
 
 

• Not overnight

• Work with leaders

• As member of a project team

• Reading about great project managers,

• Active listening -- no easy matter

• Study of communication and management

• Training

• Simulation
 
 

• Form a team to take ownership of the project. • Anticipate institutional support

• Manage changes, early detection of errors errors, corrective action, contingency planning and assurance that lessons learned are learned.

• Ensure a workable problem solving system.

• Review progress—provide an extra pair of eyes. Another set of eyes to ensure operational readiness and risk validation.

"Red Team" Review of "virtual" project :

• Overall system design

• Design.operational, and test decisions,

• System safety, reliability,

ª Planned and completed testing,

ª Operational procedures and processes,

ª Team preparation and cohesiveness

• Contingency planning and risk management

• Resource management

• Communication and external relations

• Clear guidelines and checklists

• Job aids (scheduling and tasks)

• Electronic performance support systems

• Group dynamics and interpersonal communication

• Training in structured problem solving

• Attention and advice of management

• Brain book

• Mentors

• Project management coach
 
 

* Vision (success critera, purpose and goals)

• Team ( skills, risk and opportunity management, technology integration

• Information (policies, practices,authorities, data, rumors, reviews)

• Action (plans, training, systems engineering, operations, mission assurance, lessons learned)

• Resources ( budget vs.actuals, deviations, changes, work control)

• External Relations (agreements, partnering).