Weekly Topics

UW Sometimes and Aspiring Supervisor Series
Weekly Topics
Week 1
Week 2
Week 3
Week 4
Week 5
Week 6
Week 7
1 st Theme: Supervisory Skills
Learning and the Sometimes Supervisor
Listening is the Key!
More Listening and Questions
2 nd Theme: Knowing “When to Do What”
Adapting Supervision Styles
Keys to On the Job Training and Coaching
~ No Class ~
More Keys to Coaching and Feedback
3 rd Theme: Putting It All Together
Dealing with Difficult Situations
Week 8 Managing Projects and Processes

UW Sometimes and Aspiring Supervisor Series
Welcome to the Final
UW SOMETIMES AND ASPIRING SUPERVISOR SERIES
3 RD THEME: PUTTING IT ALL TOGETHER
8. Managing
Projects
and
Processes

UW Sometimes and Aspiring Supervisor Series
8. Managing Projects and Processes
AGENDA
1. Covey’s 7 Habits of Highly
Effective People
2. Putting First Things First
3. Urgent vs. Important
4. Tools for Managing Projects
5. Tools for Managing Process
6. Planning a Staff Retreat at UW
7. Letter to Myself
8. Graduation!!

UW Sometimes and Aspiring Supervisor Series
1. STEPHEN COVEY’S 7 HABITS OF
HIGHLY EFFECTIVE PEOPLE +
the NEW 8 th Habit
First, let’s review the 8 th Habit:
“Find Your Voice and Help Other Find Theirs”
At your table, identify principles
or practices from SASS that relate
to the 7 Habits. Write them in
table in packet.
• What questions do you have?
• We’ll share your examples

UW Sometimes and Aspiring Supervisor Series
2. Put First Things First
Individually,
take a moment to consider
your answers to the
questions from Chapter 2 of
First Things First.
• Complete the Urgency
Index on next page
We’ll share your thoughts after
the next task.

UW Sometimes and Aspiring Supervisor Series
3. URGENT vs. IMPORTANT
Time Management Matrix
I
M
P
O
R
T
A
N
T
Urgent
I
Routine Work
Handling Customers
Crises
Pressing Problems
Deadline-driven projects
Meetings, preparations
Not Urgent
II
Preparation
Prevention
Strategic Planning
Goal Setting
Coaching
Building relationships
Empowering

UW Sometimes and Aspiring Supervisor Series
3. URGENT vs. IMPORTANT
Time Management Matrix
N
O
T
I
M
P
O
R
T
A
N
T
Urgent
III
Some:
Interruptions
Phone calls
Emails
Reports
Meetings
Many pressing matters
Not Urgent
IV
Trivia
Busywork
Time wasters
Irrelevant mail, email
Excessive TV

UW Sometimes and Aspiring Supervisor Series
3. URGENT vs. IMPORTANT
I
Urgent &
Important
II
Not Urgent &
Important
III
Urgent &
Not Important
IV
Not Urgent &
Not Important

UW Sometimes and Aspiring Supervisor Series
3. URGENT vs. IMPORTANT
Individually, write the activities you spend
time doing.
In pairs, share your thoughts to the last two
exercises.
• What do you want to spend more time doing?
• What activities take time from important things
you want to do?
• What changes would you like to make?
"The secret of getting ahead is getting started. The secret of getting started is
breaking your complex overwhelming tasks into small manageable tasks, and then
starting on the first one." Mark Twain

UW Sometimes and Aspiring Supervisor Series
4. Tools for Managing Projects
Read the box. What questions do you have?
Project Management organizes and manages
resources and work required to complete a project
within defined scope, time, and cost constraints. A
project is a temporary, one-time endeavor.
Process Management: organizes, manages or
improves permanent or semi-permanent ongoing
functional work that creates the same product or
service over-and-over again.
The management of these two systems is
often very different and requires different tools.

UW Sometimes and Aspiring Supervisor Series
4. Tools for Managing Projects
Sample Tools for
Project Management
Microsoft Project Software

UW Sometimes and Aspiring Supervisor Series
4. Tools for Managing Projects
Sample Tools for
Project Management
5 PM

UW Sometimes and Aspiring Supervisor Series
4. Tools for Managing Projects continued
Examples of hard copy or
computer based Grids to
Manage Projects
Training Resource Center Office Log
Name
Office Routine (live link)
Date From To Message Resolution
4/7 Mary All
staff
Read email from WU PC help re: Trojan
infecting computers.
Read:
Shannon, Lisa
4/6 Mary Lisa Set up brainstorming time for Union 101
group
4/6 Lisa Kelly Carol Buckingham from Dimensions
called you back.
Still looking for
date
Kelly returned
call 11/7

UW Sometimes and Aspiring Supervisor Series
4. Tools for Managing Projects continued
Example of a
FREE BLOG
Wordpress.com

UW Sometimes and Aspiring Supervisor Series
4. Tools for Managing Projects continued
Using UW WisCal to Manage Projects
What methods
do you use to
manage
projects?

UW Sometimes and Aspiring Supervisor Series
5. Tools for Managing Processes
AKA Departmental Planning
Department
Purpose/ Mission
Customers
Department Expectations
Major Responsibilities
Critical Functions
Task Analyses or Mapping/Flowcharting
Ongoing Improvement Analyses

UW Sometimes and Aspiring Supervisor Series
5. Tools for Managing Processes continued
AKA Departmental Planning
Department
Purpose/ Mission
Customers
Expectations
WU Staff Education and Training
New Facilitator Information & Unit
Expectations
Contents:
1. Hiring Requirements
2. Facilitator Responsibilities

UW Sometimes and Aspiring Supervisor Series
5. Tools for Managing Processes continued
Major Responsibilities
Summarizes on 1 page who is
responsible for major functions
• Can be a summary of PD’s
• Use to orient new staff &
• Communicate to others
• Helpful in times of transitions

UW Sometimes and Aspiring Supervisor Series
5. Tools for Managing Processes continued
Major Responsibilities
Staff Ed & Training Responsibilities Summer 09
Director Assistant Director Special Projects
A. A. A.
B. B. B.
C. C. C.
Your
Turn
Individually, draft a Responsibility Grid
for yourself and someone else in your
department.

UW Sometimes and Aspiring Supervisor Series
5. Tools for Managing Processes continued
Critical Functions
Identify tasks that must be
performed
• Daily,
• Weekly
• Monthly
Even if primary person
responsible for task is absent.
Also identifies the back-up
person who has been trained.

UW Sometimes and Aspiring Supervisor Series
5. Tools for Managing Processes continued
Critical Functions
Task Timing Primary Back-up
TRC Office Management
Respond to email to TRC Daily Elizabeth Office St
Respond to TRC log Daily Office St Bradley
Pick up & sort mail 1:30 daily HR Bradley
New Staff Workshop Support
Confirm TITU Daily AM Elizabeth Bradley
Email reminders 3 days prior Elizabeth Anna
Your
Turn
Individually, identify some Critical
Functions in your department.

UW Sometimes and Aspiring Supervisor Series
6. Planning a staff retreat at UW:
Review Sample Retreat Agenda
A typical summer retreat could include:
• Create list of accomplishments
from previous year
• Review/create goals for this year
• Update Critical Functions list
• Analyze “What’s working, what
could be better?”
• Start a project/action list
Things to consider in packet

UW Sometimes and Aspiring Supervisor Series
7. A letter to myself
Let’s project ourselves into the future as the person
that we are destined to be!
• Write a short letter to yourself dated 3 months from
today. Name 1-3 things you’ve done differently as a
result of this series.
• Place yourself in the
future. Be specific.
Write in the past tense,
as if these accomplishments
were already in the past.

UW Sometimes and Aspiring Supervisor Series
8. Congratulations!
on Completing the
UW Sometimes and Aspiring
Supervisor Series!
“Never doubt that a small
group of concerned citizens
can change the world.
Indeed, it is the only thing
that ever has.”
Margaret Mead