Theme #4: Skills to Collaborate and Delegate Managing Projects and Processes We must not cease from exploration. And the end of all our exploring will be to arrive where we began and to know the place for the first time. T. S. Elliot AGENDA 1. Stephen Covey s 7 Habits of Highly Effective People 2. Put First Things First 3. Urgent versus Important 4. Tools for Managing Projects 5. Tools for Managing Processes 6. Letter to Myself 7. Graduation!! Readings: Summary of 7 Habits, Stephen Covey Urgency Index, by Stephen Covey References: Covey, Stephen. (First Printing 1989). 7 Habits of Highly Effective People, Powerful Lessons in Personal Change, New York: Fireside by Simon & Schuster. Covey, Stephen; Merrill, Roger: and Merrill, Rebecca. (1994). First Things First: To Live, to Love to Learn, to Leave a Legacy. New York: Fireside by Simon & Schuster. - 1 -
1. Stephen Covey s 7 Habits of Highly Effective People Successful people have the habit of doing the things failures don t like to do. They don t like doing them either, but their disliking is subordinated to the strength of their purpose. Albert E. Gray, in The Common Denominator of Success. At your table, identify principles or practices that we ve covered in this series, which relate to each of Covey s 7 Habits of Highly Effective People. Write them in the table below. Stephen Covey s Habit: Relates to Concept from Sometimes and Aspiring Supervisor Series: Habit 1: Be Proactive Habit 2: Begin With the End in Mind Habit 3: Put First Things First Use reflective listening and principle of accountability to seek root causes of problems rather than spending your time putting out fires. Habit 4: Think Win-Win Habit 5: Seek First to Understand, Then to be Understood Habit 6: Synergize Habit 7: Sharpen the Saw NEW Habit 8: Find Your Voice and Help Others Find Theirs - 2 -
2. Put First Things First Individually, take a moment to consider your answers to the following 3 questions from Chapter 2 of Stephen Covey s book, First Things First: 1. What is the one activity that you know if you did superbly well and consistently would have significant positive results in your personal life? 2. What is the one activity that you know if you did superbly well and consistently would have significant positive results in your professional or work life? 3. If you know these things would make such a significant difference, why are you not doing them now? Complete the Urgency Index on the next page from Stephen Covey s First Things First. What was your score? What does it mean? 0 25 Low urgency mind-set 26 45 Strong urgency mind-set 46 + Urgency addiction What changes would you like to make based on your index and answer to these questions? We ll share your thoughts with a partner after the next exercise. - 3 -
Stephen Covey s Urgency Index from First Things First Circle the number that mostly closely represents your normal behaviors or attitudes regarding the statements at the left (0=Never, 2=Sometimes, 4=Always). 1. I seem to do my best work when I m under pressure. 0 1 2 3 4 2. I often blame the rush and press of external things for my failure to spend deep, introspective time with myself. 3. I m often frustrated by the slowness of people and things around me. I hate to wait or stand in line. 0 1 2 3 4 0 1 2 3 4 4. I feel guilty when I take time off work. 0 1 2 3 4 5. I always seem to be rushing between places and events. 0 1 2 3 4 6. I often push people away so that I can finish a project. 0 1 2 3 4 7. I get anxious when out of touch with the office for a few minutes. 0 1 2 3 4 8. I m often preoccupied with 1 thing when I m doing something else. 0 1 2 3 4 9. I m at my best when I m handling a crisis situation. 0 1 2 3 4 10. The adrenaline rush from a new crisis seems more satisfying to me than the steady accomplishment of long-term results. 0 1 2 3 4 11. I give up quality time with important people to handle a crisis. 0 1 2 3 4 12. I assume people will naturally understand if I have to disappoint them or let things go in order to handle a crisis. 0 1 2 3 4 13. I rely on solving some crisis to give my day a sense of meaning. 0 1 2 3 4 14. I often eat lunch or other meals while I work. 0 1 2 3 4 15. I keep thinking that someday I ll be able to do what I really want. 0 1 2 3 4 16. A huge stack in my out basket at the end of the day makes me feel like I ve really been productive. After going through the Index, add up your total score and measure yourself with the following key: 0 1 2 3 4 Total Score Low end: the urgency paradigm is probably not a significant factor in your life Middle or higher end: there s a good chance urgency is your fundamental operation paradigm High end: urgency may be more than just the way you feel; may be an addiction. 0-25 Low urgency mind-set 26-45 Strong urgency mind-set 46 + Urgency addiction - 4 -
3. URGENT vs. IMPORTANT Stephen Covey describes four quadrants that our activities fall into in First Things First. Time Management Matrix Important Urgent I Routine Work, Handling Customers, Crises, Pressing Problems, Deadlinedriven projects, Meetings & preparations Not Urgent II Preparation, Prevention, Strategic Planning, Goal Setting, Coaching, Building Relationships, Empowering Not Important III Interruptions, some phone calls and email, some mail, some reports, some meetings, Many pressing matters IV Trivia, Busywork, Time wasters Irrelevant mail or email, complaining, Excessive TV or computer use Individually, write in the grid above the activities you spend the most time doing at work. Find a new partner. Share your thoughts from the last two activities. 1. What do you want to spend more time doing at work? At home? 2. What activities seem to take you away from the important things that you want to achieve? 3. What changes would you like to make? "The secret of getting ahead is getting started. The secret of getting started is breaking your complex overwhelming tasks into small manageable tasks, and then starting on the first one." -- Mark Twain - 5 -
Difference between Projects and Processes Project: a temporary and one-time endeavor that creates a unique product or service. Project management needs organization of the resources and work required to complete it within defined scope, time, and cost constraints. Example: Making a training videotape Process: permanent or semi-permanent ongoing functional work that creates the same product or service over-and-over again. Example: Processing Procard statements The management of these two systems is often very different and requires different tools. 4. Tools for Managing Projects Read the box below on the difference between managing projects and managing ongoing processes. What questions do you have? Let s review a couple 2 Sample Tools for Project Management Microsoft Project Software 5 PM Project Software - 6 -
4. Tools for Managing Projects continued You don t have to do high tech, to do Project Management: Examples of Grids To Manage Projects (Can be hard copy or computer based) Training Resource Center Office Log Name OFFICE ROUTINE (OPENING AND CLOSING) Date From To Message Resolution 10/6 Mary Lisa 10/6 Lisa Kelly Setup brainstorming time for Union 101Facilitators. Make To-Do list for Union 101 on x drive. Carol Buckingham from Dimensions called you back. You can reach her at 608-332-4563 Still looking for a date Kelly returned call on 11/7 WISCAL Calendar Date 9:00 am 9:30 am Union 101 Self Study 10:00 am 10:30 am 11:00 am Cashier Self Study 11:30 am 12:00 pm 12:30 pm TRC meeting: NO SELF STUDIES 1:00 pm TRC meeting: NO SELF STUDIES Tasks Anna: See Mary about nametag project in your IN box Shannon: Draft Task Analysis for Attendance Clean Up Anyone: Copy packets for Tuesday workshop Dion: Teach Shannon how to use Mail Merge by Friday How about a good ole clip board? Date In Contact 10/11 Mary 10/21 DR 10/27 DR Person Assigned Task Date Completed Michelle Enter Trainings in database from binder 10/21 Shannon Natalie Add Start Time/End Time to workshop Sign in sheet Schedule live U101 for (F) Jan 14. See DR for time 10/22 Comments Hard copy on counter What methods do you use to manage projects? - 7 -
5. Tools for Managing Processes Critical Functions: Identify tasks that must be performed daily, weekly, or monthly, even if primary person responsible for task is absent. Also identifies the back-up person who has been trained. Task Timing Primary Person Back-up Person TRC Office Management Check & respond to wutraining e-mail Daily Elizabeth Office Staff Create daily To Do and follow-up to ensure completion. Daily Michelle Office Staff Facilitate check-outs for online training classes. Daily as needed Office Staff Bradley Pick up & sort mail Daily after 1:30pm HR front desk Bradley New Staff Workshop Support If there is a training, confirm room on TITU Daily, morning Elizabeth Bradley Confirm # of packets, confirm facilitator, set-up cart Daily, morning 1 st shift person Michelle E-mail reminders to new staff for workshops Confirm that facilitator(s) & set-up staff have confirmed for workshop Enter workshop attendance into WUHRID, e-mail MU & US Building Cashiers w/ Cashier attendance 2-3 days prior to workshop Elizabeth Elizabeth Thursday afternoon Anna Elizabeth Day after workshop Elizabeth/ Anna Office Staff Send training report to R:drive & e-mail supervisors Weekly Michelle Tammy Your Turn Individually, identify some of the critical functions in your department. Critical Functions Task Timing Primary Person Back-up Person 1 2 3 4 5 6-8 -
5. Tools for Managing Processes continued Worksheet for Continuing Improvement What am I most proud of from last year? What s working well? or What are my wishes for this year? What do I wish was better? TO DO List / Action Plan What Do We Need TO DO? Who Will Follow-Up? What Needs further information, dialogue, etc? - 9 -
6. Letter to myself Write a letter to yourself. See hand-out for directions. 7. Congratulations! You have Completed the UW Sometimes and Aspiring Supervisors Series! Never doubt that a small group of concerned citizens can change the world. Indeed, it is the only thing that ever has. Margaret Mead - 10 -