The One Page Project Manager Beth Giesbrecht, P.M.P. Nebraska Business

The One Page Project Manager Beth Giesbrecht, P.M.P. Nebraska Business Development Center – UNO – College of Business Administration [email protected]

Nebraska Business Development Center UNO / College of Business Administration Professional and Organizational Development Small Business Administrati on (SBA) Green Business / Energy Efficiency Doing Continuous business Improvement / with the Lean (MEP) government (PTAC) Commercializat Veterans in business ion Innovation (VASP) and Research (SBIR) Offices in: Auburn Chadron Grand Island Kearney Lincoln Norfolk North Platte Omaha Scottsbluff Wayne

Visual Communication Our tendency is to written or verbal communication, but remember that a picture is worth a thousand words.

Snow and cholera epidemic London - 1854 Science at the time thought cholera air born. Within 3 days, 83 deaths. Dr. Snow thought the cause contaminated water.

Snow’s map of London

Snow and cholera epidemic London - 1854 He used a visual tool to not only help him in his research but to communicate the idea to those in power, who could do something about it.

Controls vs. Displays www.mamtc.com A visual display relates information and data to employees in the area. For example, charts showing the monthly revenues of the company or a graphic depicting a certain type of quality issue that group members should be aware of. A visual control is intended to actually control or guide the action of the group members. Examples of controls are readily apparent in society: stop signs, handicap parking signs, no smoking signs, etc.

Visibility Objectives Determine activity Communicate Verify status Determine and influence morale and team spirit Forsberg, Mooz, and Cotterman: Visualizing Project Management

Basic Assumptions Visual monitoring tools might be part of a new way to manage the project and thus involve change. Visuals are important because they enforce a disciplined focus and adherence to the process. Nebraska MEP/Lean

Where the One Page Project Manager came from Toyota A3 report A3 metric sized piece of paper – close to 11”x17” Probably originated at HewlettPackard in the 1970s Clark A. Campbell, The One-Page Project Manager

The One Page Project Manager Goal: to communicate aspects of the project to those that are not part of the project We want just the right degree of the absence of precision Does not replace existing tools but augments what you’re already using Customizable Clark A. Campbell, The One-Page Project Manager

Header Project Name Project Manager Project Objective Clark A. Campbell, The One-Page Project Manager

Owners Each task should be assigned to be overseen by at least one person. There may be a task with an A Owner and a B owner. Clark A. Campbell, The One-Page Project Manager

Corner Matrix / Compass In the bottom left corner, there is a matrix that guides you to those items in the rest of the page. Clark A. Campbell, The One-Page Project Manager

Objectives Why are we doing these tasks? Hopefully, each task is helping us toward an objective. Clark A. Campbell, The One-Page Project Manager

Major Tasks Maybe 30 for a 12 month project Larger projects would show just the major tasks here – there might be a one page manager for each of these tasks Clark A. Campbell, The One-Page Project Manager

Align tasks with objectives If there is no alignment between task and objectives, why are we doing it? A task may align with multiple objectives Might reveal missing items Clark A. Campbell, The One-Page Project Manager

Target dates Most commonly monthly but for a short project could be weekly or bi-weekly When you let everyone know the project’s timeline and time increments, you magnify your responsibility to meet them Clark A. Campbell, The One-Page Project Manager

Align tasks to the timeline Open circles – scheduled Filled in circles - completed Clark A. Campbell, The One-Page Project Manager

Align tasks to owners Often one owner, never more than three Always one main owner - A Clark A. Campbell, The One-Page Project Manager

Subjective Tasks There are parts of every project that don’t fit easily into quantitative analysis on a timeline. Still align to owners Judgment concerning performance – green, yellow, red Clark A. Campbell, The One-Page Project Manager

Costs Green – on budget Yellow – over but recoverable Red – incurably over budget Clark A. Campbell, The One-Page Project Manager

Summary and Forecast Needed to clear up any ambiguities, questions and heads off any potential misunderstandings. The summary should be about why. And what you are going to do about it, what you expect to happen. Clark A. Campbell, The One-Page Project Manager

Creating Reports Mark your current status date Fill in major task progress – fill in the dots Designate qualitative performance Report expenditures Write the summary and forecast Clark A. Campbell, The One-Page Project Manager

Lights at the End of the Tunnel A long auto tunnel through the mountains above Lake Geneva has just been completed. Just before opening, the chief engineer remembered that she forgot to warn motorists to turn on their lights before entering the tunnel. She created a simple sign: WARNING: TUNNEL AHEAD PLEASE TURN YOUR HEADLIGHTS ON Gause & Weinberg

The Problem at the End of the Tunnel At the end of the tunnel is a breathtakingly beautiful scenic rest stop. People accidentally left their car lights on and came back to their cars with dead batteries. Many complaints. Law enforcement time being wasted jump starting. Gause & Weinberg

A Masterpiece of Swiss Precision IF IT IS DAYLIGHT AND IF YOUR LIGHTS ARE ON, TURN OFF YOUR LIGHTS. IF IT IS DARK, AND YOUR LIGHTS ARE OFF, TURN YOUR LIGHTS ON. IF IT IS DAYLIGHT, AND YOUR LIGHTS ARE OFF, LEAVE YOUR LIGHTS OFF. IF IT IS DARK, AND IF YOUR LIGHTS ARE ON, LEAVE YOUR LIGHTS ON. Gause & Weinberg

Keep it as simple as possible ARE YOUR LIGHTS ON? Gause & Weinberg