Chapter 2: Technology of Learning and Empowerment

1. Chapter 2: Technology of Learning and Empowerment Jim Burns (FROM: Project and Process Management) J. R. Burns

2. Outline for today… • Alignment and Empowerment • Goal setting motivation and methodology • Vision and mission statements • Getting Organized • Time management

3. Covey’s Seven Habits 1. Be proactive 2. Begin with the end in mind 3. First Things First 4. Thing Win/Win 5. Seek first to understand, then to be understood 6. Synergize 7. Sharpen the Saw

4. What does it take to be a star at work (kelley)? • High IQ? Positive attitude? Satisfaction with job, boss, company? • These go on the front of the T-shirt--these are potential energy

5. What goes on the back of the T-shirt • Don’t know, but here is what has to happen in the middle • INITIATIVE • NETWORKING • SELF MANAGEMENT • Career Management—you will change careers 4 times in your lifetime • NO TUNNEL VISION, PLEASE • Think unconventionally • Example Software testing--a huge need— • Example: conversion of legacy software

6. What else has to happen (in the middle)? • BE A STAR FOLLOWER • TEAMWORK!! Teamwork!! Teamwork! • Teamwork makes the _____ work • KNOW HOW YOUR COMPANY REALLY WORKS • BE A STAR AT SHOW AND TELL • KNOW WHAT TO DO ON MONDAY MORNING

7. Focus on outcomes, not activities • Get to know the customer • His needs, wants, values, priorities • How he is using your existing products • What he likes/dislikes about your products • How his requirements have changed

8. Visioning, Goals and Goal Setting • Why its important • Why we don’t do it • Goal Categories, Concepts • Methodology

9. What this segment covers • Personal Vision and Mission Statements • Alignment of corporate vision with personal vision • Why goals are important • Goal-setting methodology

10. Later today we will talk about getting Organized • Stress, survival, structure, surveys, statistics • Mind traffic, goals, decision making • How to manage your office • How to manage your phone • How to manage your TIME!!!!

11. Vision Statements • Begin with the end in mind--following Stephen Covey • Transport yourself 5 years into your future and ask yourself, what you would like your friends and peers to be saying about you • Establish what is really important to you, what do you really value?

12. Vision Statements, Continued • Your destiny • Your programming

13. Why Vision Statements, Goals are Important • Goals are our view of the future • Set the direction of our life • Without vision, its like driving down the road of life and taking your hands off the steering wheel • Program our Success Mechanism • Without them, we are living out of our past

14. Example VISION Statement • By being a major provider of Internet-based learning, I can advance the general state of knowledge and help professional people become better at what they do

15. Goals and Alignment • We need a vision statement so we can ALIGN ourselves with our next employer in terms of his objectives for us • RECRUITER WILL ASK: “what do you want to be doing five years from now?” • Alignment entails focusing on the goals of the organization and conforming your behavior toward the achievement of those goals.

16. Why Goals are Important, Cont’d • What do we mean by Excellence? • Be focused on one or two areas • Schuller: most folks’ goals are too low, too slow • All great achievers are persistent goal setters • Life’s biggest problem: NO GOALS • Either you’re working on your own goals, or you’re working on someone else’s • Aim at nothing and you will surely hit it

17. In the absence of goals, people often flounder about, hoping to find something that will interest them. Such people work just to pay the bills; they neither enjoy nor excel at their jobs. Without goals, people are driving down the road of life but they’ve taken their hands off the steering wheel. They become an accident looking for a place and time in life to happen. It is impossible for them to control the direction of their lives without goals. One of life’s biggest problems is the absence of goals. If you’re not working on your goals, then you will be working on someone else’s goals, that is, if you’re working at all.

18. Why we Don’t Set Goals • Don’t understand importance • Don’t know how • Fear of Rejection • Fear of Failure

19. In-class exercise • Sit back, relax and go into the inner recesses of your mind • Write out five or six values that are really important to you • faith, family, friends • power, prestige, professionalism, patriotism • companionship, creativity, collegiality, competence • industry, initiative, intelligence, integrity • well-being, honesty, respect, dignity, faithfulness

20. 2) Write out what attracts you, what fascinates you, and what needs to be done • Where do the needs exist within IT today? • Project Management • Requirements gathering • Analysis? • Construction? / design? • Internet/mobile/cloud app development • Testing Methodology • What do you really enjoy doing? • TAKE THE INTERSECTION OF THESE

21. 3) Now write out a vision statement that provides a GENERAL direction of where you’re going in the next five years, based on your five most significant values • (twenty-five words or less)

22. Now we are ready to attack goals

23. Goal Categories • OVERALL GOAL • Service -- WHY Goals • Family -- WHY Goals • Job, Business and Career -- WHAT Goals • Personal, Health and Professional -- HOW Goals • HOW  WHAT  WHY OVERALL

24. Goal Concepts • Clear • Specific • Measurable • Present tense • Begin with the infinitive TO • Targeted to a specific milestone or date • to lose weight vs. to lose 5 lbs in one week

25. About that OVERALL GOAL • What would you do if you could not fail? • What have you always wanted to do, but have been afraid to attempt? • What activities give you the best feeling about yourself? • If you had infinite resources, what would you do?

26. DO IT--write it down--based on your vision statementyour OVERALL GOAL • Clear • Specific • Measurable • Present tense • Begin with the infinitive TO

27. Perhaps you’ve heard of SMART Goals • S—Stretch • M—Measurable • A—Achievable • R—Reachable, Realistic • T—Timed

28. NO—Goals??? • Only 3% ever write them down • They (those who write them down) wind up achieving much more • They wind up living 25% longer, surveys show • The better I know what I want, the more successful I’m going to become. • Visualize, dream and feel the image of success

29. Family -- the WHY GOALS --a total of 1 or 2 • The future of the 21st century will be your responsibility • How much time? • What will you do?

30. Service -- the WHY GOALS -- write 1 • The contribution of your • Talents • Time • Finances • Your community needs you • Your church, synagogue or mosque needs you • Develop an outside interest that you really care about

31. Business/Career -- the WHAT GOALS • Make those 40-50 hrs a week at work COUNT!! • Set 3 to 4 goals

32. Examples of not-so-good competency goals • To increase my self reliance and maturity • To improve my ability to handle stress • To increase my ability to think “out of the box” • To enhance my people skills

33. Better competency goals • To get through this day without getting stressed out or getting angry • To applaud at least one deserving person today

34. Personal/Professional/Health -- HOW GOALS – relate to • Social/Interpersonal growth • Maintain the body • To lose five lbs by Feb 15 • {You are your own self improvement project} • Dress for success • Feel good about yourself

35. GOAL SETTING Methodology 101 • Establish Balance • Must be Written Down • Must be reviewed, revised • Must be motivated • Must be believed • Must have a deadline for achievement • Review your list of goals and set reasonable deadlines for their achievement now

36. Methodology 102 • Identify • Obstacles • knowledge required • People, groups needed • Make Plan • Set aside time • Work plan through time management

37. Writing Goals and Measuring Performance • Are necessary to “program” our success mechanism • According to Maxwell Maltz • Before you can measure, you must know what to measure • You won’t know what to measure until you’ve set your GOALS

38. ONE MORE TIME…… It is necessary to formulate and write down your goals in order to program your success mechanism, which is your subconscious When you program your subconscious, it begins to look for solutions for you…

39. Time--our most precious resource • The tyranny of the urgent Quadrant I Important, Urgent Quadrant II Important, Not Urgent Quadrant III Not Important, Urgent Quadrant IV Not important, Not Urgent

40. Management of Time • To do list • At least once a week • Prioritize items • Don’t do anything that’s not on list • Use software

41. An example day in the life of an IT professional Coffee emails, voice mail, etc – 7:00 to 8:00 –no value added Project status meeting—8:00 to 9:00 with 5 min of real value Resource planning meeting—9:00 to 10:00 with 10 minutes of real value Customers call 10:00 to 11:00 with 10 min of value

42. More… • Dog and pony show—11:00 to 1:00 no value added • Trip report, calls—1:00 to 2:00, no value added • Get node list from Bob—2:00 to 3:00, no value added • Revise SW test routine per node list—3:00 to 4:00, 1 hr of value added • DARN!! List is old, fix errors—4:00 to 5:00, no value added

43. Summary of IT professional’s day • On the job 9 hours—worked hard whole time, but only added 1.5 hrs of customer perceived value and thus value to her firm

44. An example TO DO List

45. The Time Management Matrix The Stephen Covey Time Management Matrix is an excellent planning tool that is simple and straight forward. Once you learn the basic principles of organizing your activities according to the principles of this tool, you will likely be able to eliminate a number of timewasting activities and unproductive behaviors. What Is It and How Does It Work? Stephen Covey’s tools are designed to maximize your productivity and eliminate unnecessary or irrelevant activities through a 4-quadrant system. After analyzing your daily activities, you will assign them to the appropriate quadrant before evaluating where you need to make changes. Take a look at the diagram below. Notice that the quadrants reflect 4 different types of activities: Important and Urgent, Important and Non-Urgent, Non-Important and Urgent, and Non-Important and Non-Urgent.

46. The Personal Software Process • Watts Humphrey has developed this • Who is Watts Humphrey?? • The guy who first proposed the CAPABILITY MATURITY MODEL • This is looking at your personal processes and improving them • www.sei.cmu.edu

47. PSP—Personal Software Process • Personal measures • Process discipline • Estimating and planning • Quality management

48. Time Recording Log Another useful tool for tracking time is a time recording log, which is kept at the end of your notebook. The form for a time recording log is shown in Figure 2.9. Each line of the log should include the following information Date. The date you performed the activity Start. The time you started the activity. Stop. The time you stopped the activity. Interruption Time. Any time lost due to interruptions

49. Figures 2-7, 2-8, 2-9 These show how to keep a record of how you spend your time…

50. Stress--how to reduce it? • Goes up if you’re not organized, 31% say • Stress goes down 32% after you get organized