john.landry's Student Data For Lecture 336641
Transcript: 
<transcript> <points> <main_point time="0"> <text><![CDATA[I'm Ron Sarazin. This module is about projects as a type of work.]]></text> </main_point> <main_point time="7"> <text><![CDATA[What I'm going to go through in this module is tasks or activities, and how those are combined into projects, which gives you a little bit more value, and how projects can be combined into processes.]]></text> </main_point> <main_point time="18"> <text><![CDATA[And how all those can be combined into programs or portfolios and what the differences are.]]></text> </main_point> <main_point time="24"> <text><![CDATA[Why this is important is because what we want is to make sure what you are picking the right kind of work to be the most effective and the most efficient as you are doing what you do.]]></text> </main_point> <main_point time="36"> <text><![CDATA[So let's start with tasks.]]></text> </main_point> <main_point time="38"> <text><![CDATA[Tasks are the smallest element of work.]]></text> </main_point> <main_point time="40"> <text><![CDATA[This is like the character in a sentence.]]></text> </main_point> <main_point time="44"> <text><![CDATA[This is if you think in terms of characters are made up into words, words into sentences, sentences into paragraphs, paragraphs into books, books into volumes, et cetera, et cetera, it can get larger and larger but the smallest element is the character.]]></text> </main_point> <main_point time="61"> <text><![CDATA[That’s the same thing as a task.]]></text> </main_point> <main_point time="64"> <text><![CDATA[You might think of this as an activity as well.]]></text> </main_point> <main_point time="66"> <text><![CDATA[This is something that you would do, but it so small that you probably just write it down on a to do list, and you manage it by it’s either done or it’s not done.]]></text> </main_point> <main_point time="75"> <text><![CDATA[There is not a lot you can do with this. What you can do is prioritize it.]]></text> </main_point> <main_point time="80"> <text><![CDATA[You probably have like an A, B or C list, and if you are like me, the A list kind of stuff or the top of your list, you might call it 123 but the 1s or the As, those are things that you got to be working on.]]></text> </main_point> <main_point time="93"> <text><![CDATA[That's what you are working on right now.]]></text> </main_point> <main_point time="95"> <text><![CDATA[This is the stuff that you are probably sweating about and trying to make sure that by the end of the day you can mark it through.]]></text> </main_point> <main_point time="102"> <text><![CDATA[The B stuff that’s on the list you would really like to get to it, you know it's going to become A list kind of stuff, but for now it’s probably not getting as much attention as the A.]]></text> </main_point> <main_point time="112"> <text><![CDATA[The C list stuff, that’s what you do during your down time between Christmas and New Years.]]></text> </main_point> <main_point time="118"> <text><![CDATA[It’s like you hardly ever get to it until somebody calls and says you got to do this and then you pop it up.]]></text> </main_point> <main_point time="124"> <text><![CDATA[But it’s not very effective to just be prioritizing things, especially if you want to delegate.]]></text> </main_point> <main_point time="130"> <text><![CDATA[If you can imagine that you’ve got your A list all full.]]></text> </main_point> <main_point time="133"> <text><![CDATA[And now somebody comes and say you got to do a bunch of B lists kinds of things or even some C list things, if you’ve got other people around you that you have the ability to give them work, it might be really, really enticing to give them that work.]]></text> </main_point> <main_point time="148"> <text><![CDATA[And so you might go do that, in fact you probably do and that’s acceptable.]]></text> </main_point> <main_point time="153"> <text><![CDATA[But if you do it over and over and over again, what you are doing is giving them what they feel like maybe is grunt work.]]></text> </main_point> <main_point time="162"> <text><![CDATA[It’s like after a while they are doing the stuff you can't get to.]]></text> </main_point> <main_point time="167"> <text><![CDATA[Because frankly, there is not a lot of context behind it.]]></text> </main_point> <main_point time="171"> <text><![CDATA[It’s just stuff that has to get done.]]></text> </main_point> <main_point time="173"> <text><![CDATA[Now back on that to do list, if you are like me, marking it off is really, really important.]]></text> </main_point> <main_point time="179"> <text><![CDATA[I'm the kind of personality that I put things on my list that I have already accomplished in order to be able to mark it off and then at the end of the day I throw the list away.]]></text> </main_point> <main_point time="189"> <text><![CDATA[That’s kind of silly, but it’s habitual, it’s like reading email.]]></text> </main_point> <main_point time="192"> <text><![CDATA[You’ve got to go do it, same thing for me is putting it on the list, so lists and tasks are really important but delegating it is not so good.]]></text> </main_point> <main_point time="203"> <text><![CDATA[So what do you do?]]></text> </main_point> <main_point time="204"> <text><![CDATA[One way that you can delegate better is that you can take a bunch of tasks and put them together into a project.]]></text> </main_point> <main_point time="211"> <text><![CDATA[And a project has a lot more meaning than an individual task because it’s a whole lot of tasks now leading to an outcome.]]></text> </main_point> <main_point time="218"> <text><![CDATA[Something much larger than that.]]></text> </main_point> <main_point time="220"> <text><![CDATA[So this comes from Stephen Covey and it was in a bunch of training that he did called the Art of Executive Excellence.]]></text> </main_point> <main_point time="229"> <text><![CDATA[And I think it’s also in his Seven Habits book.]]></text> </main_point> <main_point time="232"> <text><![CDATA[But he talks about going to a quarry and seeing two people working and they are both doing the same thing.]]></text> </main_point> <main_point time="238"> <text><![CDATA[They’ve both got these huge chunks of granite in front of them.]]></text> </main_point> <main_point time="241"> <text><![CDATA[And they are chipping away at this, they are just working, working, working.]]></text> </main_point> <main_point time="244"> <text><![CDATA[And you go up to the first guy and you say "So what are you doing?"]]></text> </main_point> <main_point time="247"> <text><![CDATA[And the first guy says, "I got to make this square, you know it is really important to be square.]]></text> </main_point> <main_point time="253"> <text><![CDATA[You know it’s got to be flat on the top, it’s got to be straight on the sides, it’s got to be square."]]></text> </main_point> <main_point time="259"> <text><![CDATA[And that’s okay, that’s good stuff.]]></text> </main_point> <main_point time="261"> <text><![CDATA[But you go the second guy and you ask him what he is doing which is exactly the same thing.]]></text> </main_point> <main_point time="266"> <text><![CDATA[He is working to make this thing square, obviously.]]></text> </main_point> <main_point time="269"> <text><![CDATA[But he says "I'm building part of the foundation for a church."]]></text> </main_point> <main_point time="273"> <text><![CDATA[There is a huge difference in terms of meaning.]]></text> </main_point> <main_point time="275"> <text><![CDATA[They both have the specifications; they both understand what they are trying to do.]]></text> </main_point> <main_point time="279"> <text><![CDATA[But the second guy has got a deeper level of understanding and commitment.]]></text> </main_point> <main_point time="284"> <text><![CDATA[And if that church is important to him it’s even higher.]]></text> </main_point> <main_point time="287"> <text><![CDATA[It’s so much that he will invest at a greater level of quality, of interest, of satisfaction, the whole package is just a notch higher.]]></text> </main_point> <main_point time="297"> <text><![CDATA[So now we've got this project that he is a part of as opposed to the other guy that is just doing a task and that’s the difference.]]></text> </main_point> <main_point time="305"> <text><![CDATA[You can give meaning as part of the project.]]></text> </main_point> <main_point time="308"> <text><![CDATA[And when you delegate a task in a project, now they are a part of something much larger and there is more.]]></text> </main_point> <main_point time="315"> <text><![CDATA[So if I'm delegating a task to you as part of a project, I'm also telling you what's upstream and what's downstream.]]></text> </main_point> <main_point time="325"> <text><![CDATA[What's going to come before you that’s going to trigger the work, and what's dependent on what your work and maybe we'll even get some of you together so that we can talk about what's needed here.]]></text> </main_point> <main_point time="335"> <text><![CDATA[We also have some other kinds of things that we can look at.]]></text> </main_point> <main_point time="339"> <text><![CDATA[With the task list we can prioritize.]]></text> </main_point> <main_point time="343"> <text><![CDATA[With a project list we can talk about what's the beginning, what's the middle, what's the end, so there’s sequence.]]></text> </main_point> <main_point time="349"> <text><![CDATA[We can also talk about what's the specification, what's needed?]]></text> </main_point> <main_point time="353"> <text><![CDATA[What does that church look like at the end?]]></text> </main_point> <main_point time="355"> <text><![CDATA[What are all the things that come together?]]></text> </main_point> <main_point time="357"> <text><![CDATA[We can also talk about the cost that’s involved to manage that and we can talk about timing.]]></text> </main_point> <main_point time="363"> <text><![CDATA[When is the whole thing needed and based on that, when are the pieces that are needed?]]></text> </main_point> <main_point time="375"> <text><![CDATA[So projects are great in that you can work through a project and get this great thing, but the problem with the project is when you get done with it is when you finally know what you should have done.]]></text> </main_point> <main_point time="385"> <text><![CDATA[I don’t know about you but very often, I don't read instructions so well when I'm putting something together.]]></text> </main_point> <main_point time="391"> <text><![CDATA[And when I get it all done I wish that I had read the instructions because now I know what I should have done.]]></text> </main_point> <main_point time="397"> <text><![CDATA[As an example, I've got three kids.]]></text> </main_point> <main_point time="400"> <text><![CDATA[My oldest one, when she was about five years old, was really into barbies.]]></text> </main_point> <main_point time="405"> <text><![CDATA[And so one night, Christmas night, yours truly tried to put together a Barbie house for her.]]></text> </main_point> <main_point time="412"> <text><![CDATA[It was already very late; I was tired, a few hours later she is going to get up and she I'd going to be really excited as a little kid, looking at this Barbie house.]]></text> </main_point> <main_point time="422"> <text><![CDATA[The problem is that the Barbie house that I put together, everything hung off of a back wall, which I put on backward.]]></text> </main_point> <main_point time="429"> <text><![CDATA[And so when I got all done with this which was probably 45 minutes or so of work, and we are in the middle of the night, I mean it’s 1, 2 o'clock in the morning, I realized that the back wall as on backward, and I tried to talk to talk my wife into that fact that my kid wouldn’t notice this but my wife didn’t take that.]]></text> </main_point> <main_point time="447"> <text><![CDATA[So I had to do the whole thing over again.]]></text> </main_point> <main_point time="449"> <text><![CDATA[This is what you get when you get done with a project.]]></text> </main_point> <main_point time="453"> <text><![CDATA[As you look back, you usually can see things that would have been a whole lot better.]]></text> </main_point> <main_point time="457"> <text><![CDATA[If you can do that project over again where you get the learning curve, and if we do a project over and over and over, we end up with a process.]]></text> </main_point> <main_point time="467"> <text><![CDATA[There is a few differences between projects and processes besides just repeating.]]></text> </main_point> <main_point time="472"> <text><![CDATA[But basically a process is a repeating cycle of work which is a project by itself.]]></text> </main_point> <main_point time="478"> <text><![CDATA[In fact, there is all the same things, the beginning and the middle and the end, the sequencing of the work, the specification of what we are trying to accomplish, the cost and the timing.]]></text> </main_point> <main_point time="488"> <text><![CDATA[It is just that when we get done with that we do it over again.]]></text> </main_point> <main_point time="491"> <text><![CDATA[But we get this learning curve and we can get it better and better and the whole idea of quality control now enters into it.]]></text> </main_point> <main_point time="499"> <text><![CDATA[So a couple of things that you can do with that is, when we are looking at quality control added into a process, we can continuously improve that specification, make it tighter and tighter.]]></text> </main_point> <main_point time="513"> <text><![CDATA[Lower the cost and maybe even decrease the timing, which in a project you are inventing it as you go.]]></text> </main_point> <main_point time="520"> <text><![CDATA[But a lot of projects are actually processes in some respect, for instance, if you are a home builder and you build homes, every home might be different and unique.]]></text> </main_point> <main_point time="531"> <text><![CDATA[But there is a same basic set of assemblies, you have the foundation, the walls, the roof, all the same kinds of things.]]></text> </main_point> <main_point time="539"> <text><![CDATA[And if you learn from each different home that you’ve built, you can pick up a lot of the benefits of a process.]]></text> </main_point> <main_point time="546"> <text><![CDATA[Now here’s what happens at a corporate level, is you have a lot of these tasks and projects and processes that are combined to do something much larger at a corporate level.]]></text> </main_point> <main_point time="560"> <text><![CDATA[For instance, or even at a national level, for instance John Kennedy gave the challenge to the nation to go to the moon safely and return to earth, and spend no more than a certain amount of money by the end of the decade.]]></text> </main_point> <main_point time="576"> <text><![CDATA[What he was really doing was this was all about the cold war, but he gave a challenge to do whatever was necessary to show that while the Russians can put Sputnik up there, we could go to the moon and come back.]]></text> </main_point> <main_point time="589"> <text><![CDATA[That was a program, he established a program, hundreds and hundreds of projects and processes and tasks to accomplish this greater thing, and in a corporate setting very often we set strategies to do the same sort of thing, where a strategy is made up of a lot of projects and a lot of processes and frankly, a whole bunch of tasks that don’t even get written down other than on this little to do list.]]></text> </main_point> <main_point time="614"> <text><![CDATA[But together they accomplish something like the introduction of a brand new product line, not just a product but a whole product line or moving the company strategically into some new way of doing something that is breakthrough.]]></text> </main_point> <main_point time="629"> <text><![CDATA[But you also have a lot of work in a corporation that is not associated around a particular strategy or a set of strategies.]]></text> </main_point> <main_point time="639"> <text><![CDATA[So your boss walks in and says "I need you to do this project and, by the way, I also want you to manage this group of people."]]></text> </main_point> <main_point time="646"> <text><![CDATA["And while you are at that, by the way, here is this other totally different group I want you to manage."]]></text> </main_point> <main_point time="651"> <text><![CDATA[Managing is usually about processes, and he gives you a couple of projects and you end up with some to do list items and tasks that are all these different things and this is what happened to most of us.]]></text> </main_point> <main_point time="665"> <text><![CDATA[That’s a portfolio, that’s disassociated kinds of work that you'e got to manage that’s harder than if it's a program because in a program, everything is related.]]></text> </main_point> <main_point time="677"> <text><![CDATA[In a portfolio, you end up prioritizing, and sometimes that’s pretty hard because there aren’t really good rules about how to prioritize.]]></text> </main_point> <main_point time="688"> <text><![CDATA[Great companies, and I say great companies as in mature companies, come up with ways of doing that and we have another module that will talk about that.]]></text> </main_point> <main_point time="698"> <text><![CDATA[But you may need to prioritize on your own and to do that you want to go back and talk to people enough to understand from a whole company or organization standpoint what matters.]]></text> </main_point> <main_point time="711"> <text><![CDATA[And then put the stuff that matters the most at the top.]]></text> </main_point> <main_point time="717"> <text><![CDATA[So what we've talked about is activities or tasks being the to do list, the small items.]]></text> </main_point> <main_point time="723"> <text><![CDATA[Projects or associations where you put a lot of those together so that there is more meaning behind every task, that makes it easier to delegate more meaningful for an overall result.]]></text> </main_point> <main_point time="734"> <text><![CDATA[Then processes, where we take projects and they're repeating, we get the learning curve out of those.]]></text> </main_point> <main_point time="740"> <text><![CDATA[So pick the right tool, the right way to do things, in fact, the more work you can push into processes the better because you get that learning curve and you can really tune things up.]]></text> </main_point> <main_point time="750"> <text><![CDATA[And then we also talked about programs where similar projects or activities, tasks or processes that are put together for a larger meaning, like going to the moon and back.]]></text> </main_point> <main_point time="762"> <text><![CDATA[Finally, portfolios where you got to prioritize to make the most difference for the organization because they are really different things.]]></text> </main_point> <main_point time="771"> <text><![CDATA[]]></text> </main_point> </points> <definitions/> <html_text><![CDATA[<p><A HREF="Event:Time_0"> I'm Ron Sarazin. This module is about projects as a type of work.</A><A HREF="Event:Time_7"> What I'm going to go through in this module is tasks or activities, and how those are combined into projects, which gives you a little bit more value, and how projects can be combined into processes.</A><A HREF="Event:Time_18"> And how all those can be combined into programs or portfolios and what the differences are.</A><A HREF="Event:Time_24"> Why this is important is because what we want is to make sure what you are picking the right kind of work to be the most effective and the most efficient as you are doing what you do.</A><A HREF="Event:Time_36"></P><p ALIGN="LEFT"></P><p ALIGN="LEFT"> So let's start with tasks.</A><A HREF="Event:Time_38"> Tasks are the smallest element of work.</A><A HREF="Event:Time_40"> This is like the character in a sentence.</A><A HREF="Event:Time_44"> This is if you think in terms of characters are made up into words, words into sentences, sentences into paragraphs, paragraphs into books, books into volumes, et cetera, et cetera, it can get larger and larger but the smallest element is the character.</A><A HREF="Event:Time_61"> That’s the same thing as a task.</A><A HREF="Event:Time_64"> You might think of this as an activity as well.</A><A HREF="Event:Time_66"> This is something that you would do, but it so small that you probably just write it down on a to do list, and you manage it by it’s either done or it’s not done.</A><A HREF="Event:Time_75"> There is not a lot you can do with this. What you can do is prioritize it.</A><A HREF="Event:Time_80"></P><p ALIGN="LEFT"></P><p ALIGN="LEFT"> You probably have like an A, B or C list, and if you are like me, the A list kind of stuff or the top of your list, you might call it 123 but the 1s or the As, those are things that you got to be working on.</A><A HREF="Event:Time_93"> That's what you are working on right now.</A><A HREF="Event:Time_95"> This is the stuff that you are probably sweating about and trying to make sure that by the end of the day you can mark it through.</A><A HREF="Event:Time_102"> The B stuff that’s on the list you would really like to get to it, you know it's going to become A list kind of stuff, but for now it’s probably not getting as much attention as the A.</A><A HREF="Event:Time_112"> The C list stuff, that’s what you do during your down time between Christmas and New Years.</A><A HREF="Event:Time_118"> It’s like you hardly ever get to it until somebody calls and says you got to do this and then you pop it up.</A><A HREF="Event:Time_124"> But it’s not very effective to just be prioritizing things, especially if you want to delegate.</A><A HREF="Event:Time_130"> If you can imagine that you’ve got your A list all full.</A><A HREF="Event:Time_133"> And now somebody comes and say you got to do a bunch of B lists kinds of things or even some C list things, if you’ve got other people around you that you have the ability to give them work, it might be really, really enticing to give them that work.</A><A HREF="Event:Time_148"> And so you might go do that, in fact you probably do and that’s acceptable.</A><A HREF="Event:Time_153"> But if you do it over and over and over again, what you are doing is giving them what they feel like maybe is grunt work.</A><A HREF="Event:Time_162"> It’s like after a while they are doing the stuff you can't get to.</A><A HREF="Event:Time_167"> Because frankly, there is not a lot of context behind it.</A><A HREF="Event:Time_171"> It’s just stuff that has to get done.</A><A HREF="Event:Time_173"></P><p ALIGN="LEFT"></P><p ALIGN="LEFT"> Now back on that to do list, if you are like me, marking it off is really, really important.</A><A HREF="Event:Time_179"> I'm the kind of personality that I put things on my list that I have already accomplished in order to be able to mark it off and then at the end of the day I throw the list away.</A><A HREF="Event:Time_189"> That’s kind of silly, but it’s habitual, it’s like reading email.</A><A HREF="Event:Time_192"> You’ve got to go do it, same thing for me is putting it on the list, so lists and tasks are really important but delegating it is not so good.</A><A HREF="Event:Time_203"> So what do you do?</A><A HREF="Event:Time_204"></P><p ALIGN="LEFT"></P><p ALIGN="LEFT"> One way that you can delegate better is that you can take a bunch of tasks and put them together into a project.</A><A HREF="Event:Time_211"> And a project has a lot more meaning than an individual task because it’s a whole lot of tasks now leading to an outcome.</A><A HREF="Event:Time_218"> Something much larger than that.</A><A HREF="Event:Time_220"> So this comes from Stephen Covey and it was in a bunch of training that he did called the Art of Executive Excellence.</A><A HREF="Event:Time_229"> And I think it’s also in his Seven Habits book.</A><A HREF="Event:Time_232"> But he talks about going to a quarry and seeing two people working and they are both doing the same thing.</A><A HREF="Event:Time_238"> They’ve both got these huge chunks of granite in front of them.</A><A HREF="Event:Time_241"> And they are chipping away at this, they are just working, working, working.</A><A HREF="Event:Time_244"> And you go up to the first guy and you say "So what are you doing?"</A><A HREF="Event:Time_247"> And the first guy says, "I got to make this square, you know it is really important to be square.</A><A HREF="Event:Time_253"> You know it’s got to be flat on the top, it’s got to be straight on the sides, it’s got to be square."</A><A HREF="Event:Time_259"> And that’s okay, that’s good stuff.</A><A HREF="Event:Time_261"> But you go the second guy and you ask him what he is doing which is exactly the same thing.</A><A HREF="Event:Time_266"> He is working to make this thing square, obviously.</A><A HREF="Event:Time_269"> But he says "I'm building part of the foundation for a church."</A><A HREF="Event:Time_273"> There is a huge difference in terms of meaning.</A><A HREF="Event:Time_275"> They both have the specifications; they both understand what they are trying to do.</A><A HREF="Event:Time_279"> But the second guy has got a deeper level of understanding and commitment.</A><A HREF="Event:Time_284"> And if that church is important to him it’s even higher.</A><A HREF="Event:Time_287"> It’s so much that he will invest at a greater level of quality, of interest, of satisfaction, the whole package is just a notch higher.</A><A HREF="Event:Time_297"></P><p ALIGN="LEFT"></P><p ALIGN="LEFT"> So now we've got this project that he is a part of as opposed to the other guy that is just doing a task and that’s the difference.</A><A HREF="Event:Time_305"> You can give meaning as part of the project.</A><A HREF="Event:Time_308"> And when you delegate a task in a project, now they are a part of something much larger and there is more.</A><A HREF="Event:Time_315"> So if I'm delegating a task to you as part of a project, I'm also telling you what's upstream and what's downstream.</A><A HREF="Event:Time_325"> What's going to come before you that’s going to trigger the work, and what's dependent on what your work and maybe we'll even get some of you together so that we can talk about what's needed here.</A><A HREF="Event:Time_335"> We also have some other kinds of things that we can look at.</A><A HREF="Event:Time_339"> With the task list we can prioritize.</A><A HREF="Event:Time_343"> With a project list we can talk about what's the beginning, what's the middle, what's the end, so there’s sequence.</A><A HREF="Event:Time_349"> We can also talk about what's the specification, what's needed?</A><A HREF="Event:Time_353"> What does that church look like at the end?</A><A HREF="Event:Time_355"> What are all the things that come together?</A><A HREF="Event:Time_357"> We can also talk about the cost that’s involved to manage that and we can talk about timing.</A><A HREF="Event:Time_363"> When is the whole thing needed and based on that, when are the pieces that are needed?</A><A HREF="Event:Time_375"></P><p ALIGN="LEFT"></P><p ALIGN="LEFT"> So projects are great in that you can work through a project and get this great thing, but the problem with the project is when you get done with it is when you finally know what you should have done.</A><A HREF="Event:Time_385"> I don’t know about you but very often, I don't read instructions so well when I'm putting something together.</A><A HREF="Event:Time_391"> And when I get it all done I wish that I had read the instructions because now I know what I should have done.</A><A HREF="Event:Time_397"> As an example, I've got three kids.</A><A HREF="Event:Time_400"> My oldest one, when she was about five years old, was really into barbies.</A><A HREF="Event:Time_405"> And so one night, Christmas night, yours truly tried to put together a Barbie house for her.</A><A HREF="Event:Time_412"> It was already very late; I was tired, a few hours later she is going to get up and she I'd going to be really excited as a little kid, looking at this Barbie house.</A><A HREF="Event:Time_422"> The problem is that the Barbie house that I put together, everything hung off of a back wall, which I put on backward.</A><A HREF="Event:Time_429"> And so when I got all done with this which was probably 45 minutes or so of work, and we are in the middle of the night, I mean it’s 1, 2 o'clock in the morning, I realized that the back wall as on backward, and I tried to talk to talk my wife into that fact that my kid wouldn’t notice this but my wife didn’t take that.</A><A HREF="Event:Time_447"> So I had to do the whole thing over again.</A><A HREF="Event:Time_449"> This is what you get when you get done with a project.</A><A HREF="Event:Time_453"> As you look back, you usually can see things that would have been a whole lot better.</A><A HREF="Event:Time_457"> If you can do that project over again where you get the learning curve, and if we do a project over and over and over, we end up with a process.</A><A HREF="Event:Time_467"></P><p ALIGN="LEFT"></P><p ALIGN="LEFT"> There is a few differences between projects and processes besides just repeating.</A><A HREF="Event:Time_472"> But basically a process is a repeating cycle of work which is a project by itself.</A><A HREF="Event:Time_478"> In fact, there is all the same things, the beginning and the middle and the end, the sequencing of the work, the specification of what we are trying to accomplish, the cost and the timing.</A><A HREF="Event:Time_488"> It is just that when we get done with that we do it over again.</A><A HREF="Event:Time_491"> But we get this learning curve and we can get it better and better and the whole idea of quality control now enters into it.</A><A HREF="Event:Time_499"></P><p ALIGN="LEFT"></P><p ALIGN="LEFT"> So a couple of things that you can do with that is, when we are looking at quality control added into a process, we can continuously improve that specification, make it tighter and tighter.</A><A HREF="Event:Time_513"> Lower the cost and maybe even decrease the timing, which in a project you are inventing it as you go.</A><A HREF="Event:Time_520"> But a lot of projects are actually processes in some respect, for instance, if you are a home builder and you build homes, every home might be different and unique.</A><A HREF="Event:Time_531"> But there is a same basic set of assemblies, you have the foundation, the walls, the roof, all the same kinds of things.</A><A HREF="Event:Time_539"> And if you learn from each different home that you’ve built, you can pick up a lot of the benefits of a process.</A><A HREF="Event:Time_546"></P><p ALIGN="LEFT"></P><p ALIGN="LEFT"> Now here’s what happens at a corporate level, is you have a lot of these tasks and projects and processes that are combined to do something much larger at a corporate level.</A><A HREF="Event:Time_560"> For instance, or even at a national level, for instance John Kennedy gave the challenge to the nation to go to the moon safely and return to earth, and spend no more than a certain amount of money by the end of the decade.</A><A HREF="Event:Time_576"> What he was really doing was this was all about the cold war, but he gave a challenge to do whatever was necessary to show that while the Russians can put Sputnik up there, we could go to the moon and come back.</A><A HREF="Event:Time_589"> That was a program, he established a program, hundreds and hundreds of projects and processes and tasks to accomplish this greater thing, and in a corporate setting very often we set strategies to do the same sort of thing, where a strategy is made up of a lot of projects and a lot of processes and frankly, a whole bunch of tasks that don’t even get written down other than on this little to do list.</A><A HREF="Event:Time_614"> But together they accomplish something like the introduction of a brand new product line, not just a product but a whole product line or moving the company strategically into some new way of doing something that is breakthrough.</A><A HREF="Event:Time_629"></P><p ALIGN="LEFT"></P><p ALIGN="LEFT"> But you also have a lot of work in a corporation that is not associated around a particular strategy or a set of strategies.</A><A HREF="Event:Time_639"> So your boss walks in and says "I need you to do this project and, by the way, I also want you to manage this group of people."</A><A HREF="Event:Time_646"> "And while you are at that, by the way, here is this other totally different group I want you to manage."</A><A HREF="Event:Time_651"> Managing is usually about processes, and he gives you a couple of projects and you end up with some to do list items and tasks that are all these different things and this is what happened to most of us.</A><A HREF="Event:Time_665"> That’s a portfolio, that’s disassociated kinds of work that you'e got to manage that’s harder than if it's a program because in a program, everything is related.</A><A HREF="Event:Time_677"></P><p ALIGN="LEFT"></P><p ALIGN="LEFT"> In a portfolio, you end up prioritizing, and sometimes that’s pretty hard because there aren’t really good rules about how to prioritize.</A><A HREF="Event:Time_688"> Great companies, and I say great companies as in mature companies, come up with ways of doing that and we have another module that will talk about that.</A><A HREF="Event:Time_698"> But you may need to prioritize on your own and to do that you want to go back and talk to people enough to understand from a whole company or organization standpoint what matters.</A><A HREF="Event:Time_711"> And then put the stuff that matters the most at the top.</A><A HREF="Event:Time_717"></P><p ALIGN="LEFT"></P><p ALIGN="LEFT"> So what we've talked about is activities or tasks being the to do list, the small items.</A><A HREF="Event:Time_723"> Projects or associations where you put a lot of those together so that there is more meaning behind every task, that makes it easier to delegate more meaningful for an overall result.</A><A HREF="Event:Time_734"> Then processes, where we take projects and they're repeating, we get the learning curve out of those.</A><A HREF="Event:Time_740"> So pick the right tool, the right way to do things, in fact, the more work you can push into processes the better because you get that learning curve and you can really tune things up.</A><A HREF="Event:Time_750"> And then we also talked about programs where similar projects or activities, tasks or processes that are put together for a larger meaning, like going to the moon and back.</A><A HREF="Event:Time_762"> Finally, portfolios where you got to prioritize to make the most difference for the organization because they are really different things.</A><A HREF="Event:Time_771"> </P></A>]]></html_text> </transcript>
Outline: 
<outline version="1.5"> <points> <main_point godTime="0" subPoint="0" index="0"><![CDATA[<p class="title">Projects as a Form of Work</p>]]></main_point> <main_point godTime="6" subPoint="0" index="1"><![CDATA[<p class="a-head">Lesson Overview</p><span class="spacing"><br /></span>]]></main_point> <main_point godTime="34" subPoint="0" index="2"><![CDATA[<span class="ll-bullet"><img src="https://aklearning.com/assets/img/slim_poll.png" width="30" height="10" vspace="0"/></span><p class="ll">Poll</p>]]></main_point> <main_point godTime="35" subPoint="0" index="3"><![CDATA[<span class="b-bullet"><img src="https://aklearning.com/assets/img/bullet.png" width="10" height="10" vspace="3"/></span><p class="b-head">Tasks</p>]]></main_point> <main_point godTime="203" subPoint="0" index="4"><![CDATA[<span class="b-bullet"><img src="https://aklearning.com/assets/img/bullet.png" width="10" height="10" vspace="3"/></span><p class="b-head">Projects</p>]]></main_point> <main_point godTime="256" subPoint="0" index="5"><![CDATA[<span class="ll-bullet"><img src="https://aklearning.com/assets/img/slim_vq.png" width="30" height="10" vspace="0"/></span><p class="ll">Task vs. Project</p>]]></main_point> <main_point godTime="372" subPoint="0" index="6"><![CDATA[<span class="ll-bullet"><img src="https://aklearning.com/assets/img/link_icon.png" width="30" height="10" vspace="0"/></span><p class="ll">Concept Check</p>]]></main_point> <main_point godTime="375" subPoint="0" index="7"><![CDATA[<span class="b-bullet"><img src="https://aklearning.com/assets/img/bullet.png" width="10" height="10" vspace="3"/></span><p class="b-head">Processes</p>]]></main_point> <main_point godTime="499" subPoint="0" index="8"><![CDATA[<span class="b-bullet"><img src="https://aklearning.com/assets/img/bullet.png" width="10" height="10" vspace="3"/></span><p class="b-head">Programs</p>]]></main_point> <main_point godTime="629" subPoint="0" index="9"><![CDATA[<span class="b-bullet"><img src="https://aklearning.com/assets/img/bullet.png" width="10" height="10" vspace="3"/></span><p class="b-head">Portfolios</p>]]></main_point> <main_point godTime="646" subPoint="0" index="10"><![CDATA[<span class="ll-bullet"><img src="https://aklearning.com/assets/img/slim_vq.png" width="30" height="10" vspace="0"/></span><p class="ll">Managing Portfolio</p>]]></main_point> <main_point godTime="716" subPoint="0" index="11"><![CDATA[<span class="ll-bullet"><img src="https://aklearning.com/assets/img/link_icon.png" width="30" height="10" vspace="0"/></span><p class="ll">Concept Check</p>]]></main_point> <main_point godTime="718" subPoint="0" index="12"><![CDATA[<p class="a-head">Conclusion</p><span class="spacing"><br /></span>]]></main_point> <main_point godTime="734" subPoint="0" index="13"><![CDATA[<span class="ll-bullet"><img src="https://aklearning.com/assets/img/slim_vq.png" width="30" height="10" vspace="0"/></span><p class="ll">More Info </p>]]></main_point> </points> </outline>
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Student: 
John Landry
Minutes: 
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