Resources Archives

Archive for Resources

TESTIMONIALS

Hear what our valued clients are saying about Ready2ACT.

“I really enjoyed this class and I feel it will be essential to moving my career forward.”

Bethany Veo, Ph.D., University of Colorado Anschutz Medical Campus

“The class was a success, and I highly recommend that we utilize Ready2ACT for this training for our Project Managers in the future.”

Clint J. Chapman, Barrick Gold of North America

“First and foremost, let me thank you for a terrific job at managing our challenging schedule last week. You did a great job at mastering our 5 classroom agenda and I thank you.”

Teri Pollis, Wells Fargo

“Tiffany is an experienced facilitator who takes the client’s needs seriously and delivers the required outcomes on schedule.”

Tommie van der Walt, Newmont Mining

“The things as particularly effective include:

Your demonstrated depth and breadth of knowledge about the subject matter
Your ability to keep participants engaged; the activities were appropriate and useful in beginning to apply the skills and concepts. The group was discussing actual projects contrived case studies
Training materials that were thorough and potentially useful as aids even after training
The pace of training –you read the audience and maintained a pace that was not too fast, not too slow”

Dinah Eskridge, Ball Aerospace

“I have had a few more hours to reflect on yesterday’s retreat and want to convey to you what a powerful and successful event it was for me and from what I saw and heard, everyone involved. One of the major benefits that I have already witnessed is the more cohesive behavior, acceptance and commitment expressed from and to the “new” Faris employees from the acquired companies. Although the integration of the two new companies has gone well, we have reached a new level of engagement as a result of our retreat yesterday. I look forward to our next encounter.”

Giles Poulson, Faris

“The training is already generating value, especially with our more junior staff. Simple concepts like SMART goals and our discussion regarding the importance of defining “roles and responsibilities” are already bearing fruit. We still have some hard work ahead of us, but it’s encouraging to see positive results from the first training session almost immediately.”

David Mohrbacher, EORI

“I am always impressed by others who are dedicated to excellence. Excellence would certainly best describe Tiffany and her ability to teach others the philosophies of program/project management. I found her depth of real world experience, along with her expertise in the subject matter to be very effective. I would highly recommend Tiffany to any company who would be interested in utilizing her skills to perform on sight training in this field, or as an expert consultant to assist them in leading a team to the identification of a problem within their company our even provide techniques to reach the same conclusion.”

Lorel Ferrin, CenturyLink

“I’ve had the opportunity to work with Tiffany on a number of customized Project Management training programs with a variety of clients and she has delivered stellar value on every engagement. Clients walk away with an implementable project management plan and receive hands’ on instruction on every phase of the PMBOK. From 1-day Project Management overview classes to full PMP prep workshops, Tiffany provides accessible, effective instruction and consulting on this critical topic, which translates into immediate bottom line results.”

Ashley Andrus

“I have had the great privilege of working with and being educated by, Tiffany over the past two years. She has facilitated many very important meetings for Newmont and has always delivered an outstanding product. She brought a new dimension and some unique perspectives in how projects are planned and managed from the beginning. I also recently took her Comprehensive Project Management Course and I was extremely happy with the content and its pragmatism as well as its tangibility. Tiffany took the complexity of Project Management and simplified it greatly by providing a real and useful toolbox for project managers. I cannot stress enough how highly I recommend her services and courses.”

Kirk Jones

“Tiffany is awesome – very informative – makes you think outside of the box”

Newmont Mining, Essential Project Management Attendee

“Great course that I enjoyed. I learned tools to apply for the rest of my career.”

“Best class I have ever had.”

Barrick, Technical Writing Attendees

“Good ideas to consistently define requirements across many different functional areas”

“Tiffany was very entertaining and enthusiastic. It was easy to stay engaged”

“Great class overall, lots of energy, kept everyone engaged”

“Very good training, I found a number of tools to help me with projects”

Advanced Energy Industries, Business Analysis Essentials Attendees

“Tiffany did a great job of keeping pace, giving great examples, working through projects, and answering questions.”

“The best part of the class was the presenter. Tiffany is outstanding and has a complete understanding of teaching Project Management. She was very helpful.”

“Enjoyed learning from Tiffany. She pulled the content together well. She adapted well to many different ability levels.”

Participants from Project Management Masters’ Certification Program

“Flexibility in adapting to the session to meet our objectives”

“Nice job! Productive, insightful day. Thank you”

Forest Service Leadership Workshop on Communication Attendees

“I’d like to thank you again for your support at the IPS (Integrated Planning Session). I’m very happy with the definitive product we achieved as a team, and I’ve already received positive feedback today.”

Todd Anderson, Newmont Mining

“Your class helped to break down the complexity and make it seem less overwhelming. Your class helped increase my confidence in taking the PMP test. Thanks for showing me that it will be worth my effort to get my PMP and that I can accomplish it with additional studying. Thanks for sharing your knowledge and helping in my journey of trying to regain my professional life back!”

Barb Lobermeier

“I’m glad to tell you that I passed the PMP exam today. It is certainly no exaggeration that it is a very challenging test. Four hours of tough questions is brutal. I can’t really offer any advice beyond “listen to Tiffany.” She was spot on with her advice. Make sure you review the PMBOK and Rita in tandem. One week is not enough time to cover the huge amount of material, and there were many questions that required that you read the PMBOK.”

Mike Jefferies

“I just wanted to let you know that I passed the PMP exam this morning! Whew! It was really hard…even after all the studying I did. I honestly don’t think I would have been able to do it without your class. You really helped me a lot – so Thank You!”

Deb Hendrickson

“I’m actually managing the engineering effort on the LARGEST project our company has at the moment – a large refrigeration gas plant to be built in ND. Very excited to have come so far and I use most of the tools I learned in the PM class. Thanks again!”

Chris Olson, Ross Engineering

“I recently attended a Business Analysis Fundamentals class taught by Tiffany. She was an excellent instructor! It was quite clear that she not only knew the material but had real-life experiences to draw from. She was able to give many examples of ways to do things – and not do things – based on her experience! She was also very engaging and kept the pace at a great tempo for adult learners! No one was falling asleep!!!”

Lori Lister

“Tiffany is an excellent instructor and makes everyone in her class feel at ease. She is excellent at making the class understandable to everyone involved so that the learning process in fun and enjoyable.”

Stieber Shawna

Categories : Resources, Testimonials

Posted by Tiffany Dahlberg on

Project Management : The Triple Constraint

Project Management Constraints

There’s a concept that I love because it applies to both professional and personal lives: the “Triple Constraint”.

In Project Management, when we measure project success, most people typically look at Time, Cost, and Scope. The “Triple Constraint” means that when (not if) one of those project constraints changes, it impacts at least one other constraint.

For example, if my client suddenly needs a project done sooner than originally planned, then I may not be able to complete all of my scope and/or it’ll cost more to get it done faster.

If my manager slashes my project budget, then I may need more time to do the project, or I may not be able to meet all of the original requirements. When stakeholders add to my project scope, it usually takes longer to execute and/or costs more money.

Good project managers know how to skillfully balance all three of these project constraints in relation to the stakeholders needs, but it is certainly not easy.

Knowing what is important to the sponsor of the project is the key. Ask at the beginning of the project, “Which element of the Triple Constraint is the most critical to you for the project to be successful? As I manage the project, how I do prioritize Time, Cost, and Scope?” This is an important question to ask yourself as the sponsor of your own projects, especially at home.

For example, when tackling the landscape project, do you want it done faster, cheaper, or better? Of course, we want all three! But people know that there are trade-offs in life and business.

Choose the most important (perhaps cost), then the next (maybe time), and the last (scope), so you know which trade-offs are the most likely to be acceptable to your boss (or spouse). And keep asking the question throughout the project, especially when things change, so that you are both on the same page.

I hope this Tip has been helpful. Refer to the very short Dilbert clip below to illustrate our point.

Categories : Articles, Ready2ACT Blog, Resources

Tags : Project Management

Posted by Tiffany Dahlberg on

Five Tips to Improve Your Project Management Success

Success In Project Management

Previously, I discussed the challenges associated with “Scope Creep” and how to address them. As a review, there are two types of scope: 1) Project Scope and 2) Product Scope. This month, let’s focus on product scope, what it is, and how to control it better.

Product scope as defined by the Project Management Institute as “the functions and features that characterize a product, scope, or result”. Most people don’t know the term “product scope”, so they commonly refer to it as “technical scope” or more broadly as “requirements”.

The biggest reason why projects exceed their original scope is because most project managers have never learned how to elicit, validate, document, and communicate requirements associated with Product Scope. Are you expected to do this yet you haven’t had training on how?

That happened to me as an employee, so I figured it out the hard way; but I still had challenges and didn’t know how to fix them. Then I was exposed to the field of Business
Analysis. This is a Profession and Body of Knowledge issued by the International Institute of Business Analysis (IIBA).

Sometimes, Project Management includes having project managers who also play the role of a business analyst. As a result, the product scope is more clearly defined for their projects. If you don’t, then you need to know how to do it yourself.

Five tips:

Put on your consulting hat. Get curious and ask intentional questions of your stakeholders to discover the problem focusing on the cause.
Once you understand the problem, avoid jumping to the solution. Instead find out what your stakeholders want and need. Translate these desires into requirements.
Validate, document, and communicate the requirements so that they are good, quality requirements that everyone understands them using the 3Cs: clear, concise, and correct.
Let the requirements dictate the solution. Keep an open mind, concentrating on the stakeholder’s needs, not what’s cool, the latest, or most convenient solution.
Make sure the solution truly meets your stakeholder’s requirements and keep refining it.

Having done this myself without training, I know the benefit of having the right tools and techniques and learning skills that make it easier for all stakeholders including
me.

by Tiffany Dahlberg

Categories : Articles, Ready2ACT Blog, Resources

Tags : Project Management

Posted by Tiffany Dahlberg on

How Project Managers Can Avoid Scope Creep

Project Managers – Avoid Scope Creep

What is “Scope Creep”? Simply said, it’s when you plan to do something and suddenly you find yourself with more to do than you originally thought. Controlling your scope is particularly important when you work on personal or professional projects. The inability to properly “scope out” projects can lead to cost overruns, missed deadlines, and unhappy stakeholders. First, let’s define “scope”.

There are two different types of scope: Project Scope and Product Scope. Project Scope refers to the work that must be done to execute the project. For example, if you are doing a bathroom remodel, project scope may include: Vanity, Shower, Tile work, Toilet closet, Fixtures, and Lighting. These are the “deliverables” because they are unique and verifiable products, services, or results.

Once you identify these deliverables, break them down into smaller defined pieces of work. For instance, does the vanity work include plumbing and installation of new sinks? Does tile work involve installation of flooring and shower? Continue breaking the project down into smaller and smaller pieces until each piece of work can be accurately estimated in terms of cost, time, and resources.

My favorite scoping tool is called a Work Breakdown Structure (WBS). I love it because the WBS becomes the foundation of the project allowing me to plan and control scope, time, cost, risk, quality, and resources. The WBS is also an effective communication tool for discussions with stakeholders about scope and how changes impact the project. Some experienced project managers are familiar with the Work Breakdown Structure process (which we teach in all Ready2ACT courses).

Unfortunately, the Work Breakdown Structure alone will not allow you control your project scope because you must also define the Product Scope. Product Scope consists of the features and functions that characterize what you are delivering. For example, for the deliverable Vanity: what are the dimensions, what type of composite or wood, how many sinks are required?

Most project managers have never learned how to elicit, validate, document, and communicate requirements associated with Product Scope. Consequently, scope creep is still one of the Top 5 challenges project managers face because they are only familiar with managing project scope at the expense of leaving product scope ill-defined. This unintentionally allows for changing requirements that negatively impact the schedule, cost, resources, quality, and risk associated with a project.

Categories : Articles, Ready2ACT Blog, Resources

Tags : Project Managers

Posted by Tiffany Dahlberg on

Who is more important: the Project Manager or the Business Analyst?

Project Manager or Business Analyst?

To survive in today’s economy, companies must maximize their time and money while they work with limited resources. Organizations that haven’t invested in their human resources are struggling because they used on-the-job learning as a cheap alternative to formal training. Like most things, “you get what you pay for.” We value education because, in most roles, knowledge is essential to increase efficiency and effectiveness. People learn by doing, but experience will only take you so far; education is what helps us get to higher levels of performance.

This is especially true for Project Managers and Business Analysts. Most people have learned their jobs through observation, trial, and error. Over years, we gain hard-earned experience and some degree of expertise. Our success fuels our feelings of accomplishment and proficiency. However, without formal learning, the danger is that “we don’t know what we don’t know”.

As an employee, I performed the role of a Business Analyst for ten years before I even knew organizations had a title for it. Similarly, I was a Project Manager for ten years before my previous employer brought in formal project management training. In both cases, once I completed classes in these professions, I was in awe over how much more successful Icould have been. If only I had learned these formal tools and techniques earlier, they could have made my job so much easier.

And, if I’d known there was a better, faster, and cheaper way to do my job, I could have made even a larger contribution to my employers. Knowledge always brings awareness, and sometimes it also gives you power. Those of us who choose to teach, do so to contribute to the greater good by spreading knowledge to others. Once I learned how to do Project Management and Business Analysis in more meaningful and impactful ways, I wanted to share my experience and knowledge with others.

At Ready2ACT, we teach Project Management and Business Analysis so you can improve your business. Find out Why Project Management Is So Important in helping to propel organizational growth.

By Tiffany Dahlberg, Ready2ACT

Categories : Articles, Ready2ACT Blog, Resources

Tags : Project Management, Project Manager

Posted by Tiffany Dahlberg on

Saying “Thank you” is Rude?

With the advent of email and the increasing reliance on this technology, human beings are communicating in person and via phone less often. This disturbing trend not only impacts our interpersonal relationships, but also our business productivity. Although email is a useful tool, problems arise when email is used inappropriately. Just as there is etiquette for face-to-face social situations, there is “netiquette” for communicating virtually using technology.

Here are some Netiquette tips:

Don’t say anything that you wouldn’t say in person.
Be professional and careful what you say about others.
Never assume your email messages are private.
Keep messages short, simple, to the point, clear and logical.
Save your email to read later if you are worried about your tone.
Do not “reply all” unless everyone must get your response.
Do not reply all with “Thanks” to an entire distribution list.

The last tip is suggesting that email users should not send any replies if the entire message is only “Thanks” or “Thank you”–especially to an entire distribution list.

Some people are concerned about not saying “Thank you.” You may reply with “Thanks” believing it’s a short, simple way to graciously acknowledge what was sent to you. However, those who receive such a ‘Thank you’ actually don’t need it; it’s just a distracting irritation that is quickly deleted. In fact, it actually contributes to generating a large volume of email-especially if someone responds back to your thank-you message!

Further, multiply your ‘Thank You’ message times five or more per day then factor in all the other people that do it, and it’s easy to see why information irritations like these have actually been shown to contribute to information overload, a known cause of depression among those who spend 30 hours or more working on the computer per week (seriously).

The best practice is to let electronic message threads die a natural death. However, if you feel compelled to respond, include an explanation for how the information helped you rather than just a simple ‘Thanks” (e.g., ‘Thanks! You saved me an hour of work!’).

By Tiffany Dahlberg, Ready2ACT

Categories : Articles, Ready2ACT Blog, Resources

Posted by Tiffany Dahlberg on

Facilitation

When you have an important meeting and want to ensure results, Ready2ACT provides experienced, objective facilitators to plan and lead your meeting for your desired outcomes. Read More →

Categories : FAQ, Home Page Featured, Resources

Posted by Tiffany Dahlberg on

Project Management using Microsoft Project

2 Days

Overview

This hands-on workshop focuses on using Microsoft® Project across the lifecycle of managing a project. Participants will learn and apply our 24-step methodology for using Microsoft® Project on individual projects or larger programs with sub-projects. The workshop includes best practices, tips and tricks, and techniques for maximizing efficiency.

Students work through two case studies – one provided in class, the other provided by each student, and should be a project they are currently working on or about to initiate. All topics are applied to both case studies, and students create a full Microsoft® Project file of their own to take back for immediate application on the job.

The instructional program is aligned with the Project Management Institute’s A Guide to the Project Management Body of Knowledge (PMBOK® Guide).

Features:

A step-by-step methodology for
managing projects using Microsoft® Project
Two case studies (one provided by the student)
Best practices, tips and tricks
One on one coaching
PMP certified instructors
Hands on application (lab-based exercises)
Qualifies for 15 Professional Development Units from PMI

Categories : Corporate Training, FAQ, Project Management, Resources

Posted by Tiffany Dahlberg on

Essential SharePoint for Project Managers

2 Days

Overview

This hands-on workshop focuses on using Microsoft® SharePoint to increase team efficiency and success rates with your projects, programs, and portfolios.

Participants will learn and apply best practices using SharePoint for project collaboration, tracking, process automation, document management, dashboards, and reporting. Participants will be SharePoint power users after completion of this two-day workshop, as every major feature group of SharePoint is explored.

Each Student will utilize their own SharePoint environment working through labs that include:

Defining Governance for your SharePoint environment
Configuring your PMO and project SharePoint sites, adding site members, and setting permissions
Integrating SharePoint with Microsoft® Project and Excel & Publishing reports to SharePoint using Excel Services
Creating custom lists for risk management, issue tracking, team information, tasks, and milestones
Synchronizing shared calendars, tasks lists, contacts and discussions with Outlook
Using KPIs to track project health, publishing reports and creating dashboards
Creating online forms for issue management, project change requests, and other templates
Automating project processes with SharePoint Workflows
Using meeting and document workspaces
Archiving your project data, and using SharePoint surveys for capturing lessons learned.

Features:

Hands on learning
PMP® certified instructors
A Complete system for using SharePoint on your projects
Flash drive with templates, checklists, and other resources
One on one coaching
Qualifies for 15 Professional Development Units from PMI

Categories : Corporate Training, FAQ, Project Management, Resources

Posted by Tiffany Dahlberg on

PMP PREPARATION and COMPREHENSIVE PROJECT MANAGEMENT

4.5 Days, 35-PDU Workshop, facilitated by a PMP®

Course Summary

According to a 2007 PricewaterhouseCoopers survey, 80% of high-performing projects use a credentialed (PMP) project manager.

A 2010 PMI “Pulse of the Profession” study found that organizations with more than 35% PMP-certified project managers had better project performance.

PMP Preparation and Comprehensive Project Management is critical for any professionals preparing for the PMP® and CAPM® exam. Designed for ultimate test preparedness, this comprehensive workshop combines training led by a PMP® certified instructor, with in-class Mastery Activities for a “hands-on” experience. The course content aligns with PMI’s Project Management

Body of Knowledge (PMBOK®), 4th Edition, and is presented in a manner that promotes real-life application, retention based upon experience, and exam readiness.

Not only will participants comprehend project management fundamentals, they will apply, evaluate, and synthesize those fundamentals for both the exam and professional success. We limit the number of participants to 15, so that everyone has the opportunity to apply new knowledge and tools to their own real-life projects during the classroom experience. Fully-immersed participants leave empowered with a breadth of practical knowledge applicable to any situation requiring strategy, streamlining, resource management, and strong communication skills.

Immediate Take-Aways

Results-oriented approach for successful project management
Duplicable process for consistent success
Practical tools for immediate on-the-job application
Confidence to implement project management best practices
Proficiency in documenting requirements for project management
The ability to conclusively verify project success
Effective management of people, deadlines, and budget

Benefits

Preparedness and educational hours for the PMP® and CAPM® exams
Increased ROI
Mitigation of risks to success
More cohesive and cooperative project team
Strategy for both project development and management
Achievement of project goals and deadlines
Measurable success

Who Should Attend

Any professional preparing for the PMP® or CAPM® Exam, project managers, product managers, program managers, Directors, sales representatives, contractors, and other professionals contributing to the development of a project or the success of a corporate goal.

Please note that this course satisfies requirements toward PMP® and CAPM® certification.

Host at Your Site! CLICK HERE to find out how you can help host this event for your organization. Invest in your team’s expertise today!

Categories : Corporate Training, Project Management, Resources, Workshops