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Sport Studies - Sport in Action - Session 2 - Project Action Plan - Wk10

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Information about Sport Studies - Sport in Action - Session 2 - Project Action Plan - Wk10
Sports

Published on March 11, 2014

Author: mjb87

Source: slideshare.net

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Hands On Sporting ability Musical ability Interacting with others Loyal Highly Motivated Confident Taking the initiative Organised Outgoing Committed Leadership Easy to get along with Relaxed Confidence Communication Adaptable Planning Confidence Engaging with people Intelligence Being silent

Passing sports science in college Signing for a pro football club Finishing college Called up to international football squad Completing ski & snowboard course Whole-club athletics record holder Playing international basketball Staying in education & getting to Uni Playing academy level football Making it to university Captaining the football team International football tour with pro club Approached and offered a coaching job Scouted for national level basketball Owning own clothing line Moving to the UK for university Outstanding results in secondary school Coming to university Being myself Football achievements

Over to you for your leadership case studies

Name Who What How Why Decision Making Continuum Blake & Moulton Managerial Grid

Management & leadership: The literature… The decision making continuum. When making a decision a manager / leader will fall somewhere along the continuum. Decision made by leader, and leader alone. Leader seeks feedback on proposal. Team proposes decision, leader has the final decision. Joint decision with team & leader as equals. Full delegation of decision from leader to team. < Not Participative Highly Participative >

Management & leadership: The literature… Leadership styles – Autocratic Characteristics  Little or no input from group members  Leaders make the decisions  Group leaders dictate all the work methods and processes  Group members are rarely trusted with decisions or important task Benefits  When decisions need to be made quickly without consulting with a large group of people  Allows the group to focus on performing specific tasks without worrying about making complex decisions.  Allows group to become highly skilled at performing certain duties, which can be beneficial to the group Overview  Provide clear expectations for what needs to be done, when it should be done, and how it should be done.  A clear division between the leader and the followers. Often results in a lack of creative solutions which can ultimately hurt the performance of the group.

Management & leadership: The literature… Leadership styles - Laissez-Faire Characteristics  Very little guidance from leaders  Complete freedom for followers to make decisions  Leaders provide the tools and resources needed  Group members are expected to solve problems on their own Benefits  Effective in situations where group members are highly skilled, motivated and capable of working on their own.  Remain open and available to group members for consultation and feedback. Overview  Are hands-off and allow group members to make the decisions Not ideal when group lack the knowledge or experience so as to complete tasks and make decisions.

Management & leadership: The literature… Leadership styles – Democratic Characteristics  Group members are encouraged to share ideas and opinions, even though the leader retains the final say over decisions.  Members of the group feel more engaged in the process.  Creativity is encouraged and rewarded. Benefits  Usually one of the most effective and leads to higher productivity, better contributions from group members, and increased group morale. Overview  Members of the group take a more participative role in the decision- making process. In situations where roles are unclear or time is of the essence, can lead to communication failures and uncompleted projects

Sport Studies – Sport in Action: Project Action Plan

Project Action Plan Today‟s objectives… 1. To understand the process involved in setting project objectives. 2. To understand who „stakeholders‟ are and who your „project team‟ is. 3. To understand the tasks involved in delivering your project.

Setting your objectives

Project Action Plan Setting objectives… “The project objectives must define the completion condition, describing what will and will not have been completed when the project is finished. This provides measurable criteria for project success.” Richman, L. (2002) Project management: Step by step. New York: Amacon.

Project Action Plan Setting objectives… S M A R T Specific Measurable Achievable Realistic Timely - - - - -

Project Action Plan Setting objectives: Specific… • A specific goal has a much greater chance of being accomplished than a general goal. • Detailed, focused and well defined. • Can be related to a percentage, frequency, rate or number. • Example: “Get in shape” or “Join a health club and workout 3 days a week.”

Project Action Plan Setting objectives: Measurable… • Measurement enables you to know that the objective has been achieved. • How will I know that the objective has been achieved? • HOW will you measure it?

Project Action Plan Setting objectives: Achievable… • Be realistic. • Measurable • Previous examples. • Not unachievable. • Be careful: Unachievable objectives are de-motivating, but easily achievable objectives bring into play the „law of least effort‟. • „A‟ is sometime „Agreed‟.

Project Action Plan Setting objectives: Realistic… • A realistic objective is not an easy objective. • Realistic objectives take into account the available resources such as, skills, funding, and equipment. • An objective is realistic if you know: - Who is going to do it. - They have the necessary skills to do the task well. - Where the funding is coming from. - Where you will source the resources to achieve this objective. - Who will bear responsibility for what.

Project Action Plan Setting objectives: Timely… • You MUST set a deadline for your objective. • Can be accomplished within the deadline?

Project Action Plan Setting objectives: An example… Deliver, before Thursday 20th December 2014, a basketball coaching session to 12 3rd year University of Bedfordshire Students. S M A R T Specific Measurable Achievable Realistic Timely - - - - -

Project Action Plan Setting objectives: Your Projects… So now you have the knowledge of how to set objectives for your projects see if you can, with your group, construct SMART objectives for your projects. If you already have objectives then run them through the SMART framework to see if they are appropriate. If they‟re not, then modify them!

Project Action Plan Setting objectives… S M A R T Specific Measurable Achievable Realistic Timely - - - - -

Stakeholders & the project team

Project Action Plan Stakeholders… Individuals or organizations (internal or external) who are impacted by the outcome of the project. Key Stakeholders: If their support were to be withdrawn the project would fail.

Project Action Plan Project team… The Project Team members are responsible for executing tasks and delivering the project.

Project Action Plan Your project: Stakeholders & project team… With your group, get down on paper who the stakeholders are in your project. Who the key stakeholders are. And who the project team are.

Planning your project

Project Action Plan Work breakdown structure: What is it… As long as you are thorough in creating it: - It gives you a visual representation of every task needed to complete your project. - It allows you to easily see who should be doing what. - It ensures responsibility and accountability. - Every group member should have a copy. Then there is no doubting who should be doing what.

Project Action Plan Work breakdown structure: Layout and example… Project Name 1. Venue 2. Marketing 3. Example 4. Example 5. Example 1.1 Investigate Options 1.2 Evaluate Venues 1.3 Book Venue 1.4 Conduct On-site Risk Assessment 2.1 Task 2.2 Task 2.3 Task 3.1 Task 3.2 Task 3.3 Task 3.4 Task 4.1 Task 4.2 Task 5.1 Task 5.2 Task 5.3 Task 5.4 Task

Project Action Plan Work breakdown structure: Create your own… Create a work breakdown structure for your project. You are 1 week into the project so you may be including things that you‟ve already done - that‟s fine.

Project Action Plan Gantt Chart…

Project Action Plan Before we finish… Summerise today‟s session in circa 50 words. Include how we set project objectives, what stakeholders, key stakeholders and a project team are, and how we go about planning a project and the tasks necessary to complete it.

Project Action Plan Before we finish… Cross reference the following terms with your 50 words: Specific Measurable Achievable Realistic Timely Stakeholder Key Stakeholder Project Team Work Breakdown Structure

Project Action Plan Today‟s objectives… 1. To understand the process involved in setting project objectives. 2. To understand who „stakeholders‟ are and who your „project team‟ is. 3. To understand the tasks involved in delivering your project.

Project Action Plan Over to you… Ensure, with your group, that your WORK BREAKDOWN STRUCTURE is complete. Then use the information within it to create your projects GANTT CHART. …and remember you need to be keeping a log of all the meeting you have & who has been doing what.

Project Action Plan Next week… 5 minute presentation in your groups… -Your sport/event name -Your project objectives - Your project team, your stakeholders & your key stakeholders - Your work breakdown structure for your project - Gantt Chart for your project

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