Step 5 – Major Project Tasks

• Is it a task, or is it an objective?
• The WBS – work breakdown structure
  Buy-in and continuous improvement
• Team exercise:  Complete Step 5 for Yang Yang OPPM™

Step 6 – Aligning Tasks with Objectives

• Alignment as progressive elaboration
• How alignment reveals focus and balance
  A key to competence, credibility, and confidence
• Team exercise:   Complete Step 6 for Yang Yang OPPM™
  

Step 7 – Target Dates

• Now the project team is ready for their first educated debate on the final project finish date.
• Team responsibility, ownership and commitment
• The “French bread” mindset
• The project is divided into reporting “buckets”
• Step 3 for the Yang Yang OPPM™ is on the handout

Step 8 – Aligning Tasks to Timeline

• Each of the three types of project thinkers essential here.
• Task dependencies are important, but not shown on the OPPM™
• Step 8 may change the length and breakdown of step 7
• Team exercise:  Complete Step 8 for Yang Yang OPPM™

• Individual responsibility, ownership and commitment
• The A, B, C Ownership model
• The R.A.C.I. Ownership model
• Group discussion
  

Step 10 – Subjective Tasks

• Qualitative versus Quantitative tasks
• Red, Yellow, and Green performance indicators
• Group discussion
  

• Building, Systems and People Costs
• Hard costs and Soft costs
• Income statement costs versus balance sheet versus cash flow
• Budget versus Actual
• Group discussion

• Simple but not too simple
• Looking back and looking forward
• Explain the questions raised by the OPPM™ don’t restate what is clearly communicated
• Secure final approval for the project with clear expectations for time, recourses and scope

The 5 OPPM™ Reporting Steps 

• Bold the report date
• Fill in major task progress
• Designate qualitative performance
• Report expenditures
• Write summary and forecast

View the actual Yang Yang Video

Introduce the Ocean’s Eleven Case

Team or Individual Presentations

Discussion

Document Learnings

Customizing

• Balancing consistency and simplicity with flexibility and adaptability
• Simple customizations
• Advanced customizations

OPPM™ and the Project Management Office

• Mount Olympus Company Case
• The 8 responsibilities of the Project Office
  — Project dashboard
  — Corporate project methodology
  — Project timing
  — Consistent application of the methodology
  — Project public relations
  — Project prioritization
  — Project review and corrective action
  — Project archives and continuous improvement

The Cornerstone Case

• ERP/SA
• ProjectChunking
• Annual OPPM™ recreations
• Todd Skinner’s lessons from Trango Tower

The Entrada Case

• Launching an internet business
• OPPM™ on steroids

Formal and Informal power – Negotiation is a critical skill for
Project Managers

Simply – the Essential Negotiation Toolkit for Project Managers

• Start with YES
• Their Needs / My Needs Matrix
• Attitude – From ME to WE
• “Beware of Greeks bearing gifts”
• Your walk away position (BATNA)
• Needs versus Wants
  The “Power of the Question”
• Offence and Defense for:
  — The nibble
  — Good guy, bad guy
  — The flinch
  — The crunch
  — The higher authority gambit . . . and others
• The Golden Phrase to a firm yet gentle NO
• Leaving the door ajar
• Asking even more questions
• Basic fairness – never something for nothing
• Words Matter
  Magic F’s (feel, felt, found)
• To be silent, or to talk on
• Documentation – when and how
• Gratitude and Appreciation

The ISO 9000 Case

• Molding certification requirements into an OPPM™
• Groups as owners
• Project Phasing

The Accounts Receivable Case

• OPPM™ reaches out to capture cash
• Once intractable, becomes reachable

The Pricing Study Case

The Pricing Study II Case

The Balanced Scorecard™ and deploying strategy with OPPM™

How the OPPM™ and the Toyota A3 report drive problem solving and communicate strategy.

• The Toyota Way, by Jeffery Liker
• Constructing a Toyota A3
• Marriage of OPPM™ and A3

Mega government projects executed with OPPM™