Fusion. It’s all the rage in culinary circles, right? Restaurants that prepare great dishes from pan-Asian countries, or pan-Latin American countries, or even European and Asian combinations. All with great, flavorful results.
We can bring a similar mindset to the management of our projects. By combining different methods and strategies we can craft our own ‘fusion’ project management structure, so it includes the best of different schools of thought, yet fits the project well. Although my basic methodology, as those who follow this blog know, relies on the PMBOK® from the Project Management Institute , I often supplement it with some of the following concepts:
From PRINCE2:
In PRINCE2, the project manager takes input from a ‘Project Board’ on important decisions. This Board is made up of representatives from three groups: a Customer, a Senior User, and a Senior Supplier. The combination of skills balance the decision-making very well, so I try to incorporate such a Project Board into my projects whenever possible. Say, to review the Risk Log once per month. More detail on PRINCE2 can be found at ‘prince-officialsite.com’ .
From Agile:
Certain projects see a great deal of change and re-prioritizing. Maybe a technology is new; maybe management wants to react to the market’s shifting requirements quickly. Whatever the underlying reason, when the mandate of the project is to be reactive, the team needs an Agile project management framework. SCRUM is such a framework.
It is based on a focused effort, called a “Sprint” towards fixed goals. What is important is that the scope delivered in each Sprint provide the highest possible market value. By the next “Sprint”, the scope of the project will most likely have changed again. So in some projects, we will have milestone-to-milestone scope definition, knowing full well that the Scope Document will have to be revised (again!) after the next milestone is reached. For more information on SCRUM, you can visit ‘scrumalliance.org’.
From “The Lazy Project Manager”:
Peter Taylor advocates in his book, The Lazy Project Manager, that in running our projects we should exercise “productive laziness”. This means that we concentrate our efforts where they are really going to make a difference to project goals, rather than just running around looking for things to do, sometimes of dubious importance. It also means artfully saying ‘No’ more often than we are probably accustomed to.
There is more about Peter’s methods at ‘thelazyprojectmanager.com’ . I could give more examples, but in the spirit of The Lazy PM, I think I will go for a coffee now. Thanks for reading.
Guest Post by Andy Trainer, from Silicon Beach Training
Project managers need a great deal of technical knowledge and project experience in order to do their job. Companies looking for an effective project manager will therefore ask prospective candidates for evidence of training and of managing successful projects.
What isn’t always appreciated is the skill in time management needed by project managers. Anyone with ‘manager’ in their title will have conflicting and varying demands on their time – but a project manager will have this more than most. The levels of control required by most PM frameworks, plus the need to manage a team whilst always reporting back to the client/executive, means project managers have just that little bit more on their plates.
The purpose of implementing project management techniques is to avoid wasting time, money and resources. A project manager who is not great at time management will eventually find that the effectiveness of the project suffers as a result. With that in mind, here are our tips on how to manage your time as a project manager:
STICK TO A FRAMEWORK
There are numerous different approaches to project management, and it’s important that everyone involved is working to the same guidelines. Without this consistency, you may find that different members of the team follow different processes – and wasted time will follow. Choose your project team with this in mind, and fill any training needs before the project begins.
FOCUS ON THE PLAN
Inherent to any formal project is the project plan. The two extremes of project managers – those who are inexperienced and those who are blasé from managing projects for a long time – have a tendency to forget the importance of the project plan once it has been initiated. Always stay proactive – meet any challenges by returning to and revising the original project plan.
BE A GOOD PEOPLE MANAGER
Another sign of inexperience – or too much experience – is of focusing on the task as opposed to the people on the team. Micro-managing because you know how to do the work quickly is not a way of saving time, no matter how tempting it may be. Your role as a project manager is to manage and guide – not to do the job yourself.
KEEP YOUR MEETINGS ON-TOPIC AND PRODUCTIVE
Overly long meetings are so commonplace that it almost seems that people have accepted this nature and stopped trying to make them more efficient. Have a look at these guidelines for conductive effective meetings.
TAKE TIME MANAGEMENT SERIOUSLY
The number one sign of someone who is failing at time management is someone who claims that time spent planning is a waste of precious time. Those who say they don’t have time to take a step back to prioritise time management over doing are doomed to failure. Whilst an office manager or site manager may have their time management skills scrutinised, you’re not likely to have this as a project manager – there are many other aspects of the project that are being valued instead.
If you feel that you have too many demands on your time, take a step back and plan – in what ever way works best for you. Whether this is in the form or to-do lists or otherwise, the main thing is that you make time management a priority.
Most people involved in projects agree that it’s a good idea to monitor the quality of the project. Of course. Who could argue against it? Would anybody really oppose a job well done? The difficulty lies in how to measure project ‘quality’. On this topic, it is not so easy to agree.
Quality Management, as studied today, has its roots in the manufacturing environment. Given this background, the accepted definition for quality has become “to prove conformance to requirements”. For a manufactured product to claim high quality, it must conform to a whole series of tests, measures and specifications. Similarly, that is what quality in the project environment should try to prove: that the products or services delivered by the project are fit for use and fulfill the requirements for which the project was undertaken. There are two broad steps we suggest here so that, regardless of the content of your project, you can instill Quality into the project’s results: (1) Design measures relevant to the project and (2) Take and analyze these measures.
1. Design Quality Measures
It is a good idea to have this activity as the last step in breaking down & planning the project’s workload. As we are discussing the steps and tasks which the different project resources will need to perform for a given deliverable, it is good to keep asking “And how can I prove this work is finished?” “And how do we know that item is ready for use?” The answers to these questions can then become part of our quality measures.
We should aim to make these quality measures as quick and as unobtrusive as possible. For example: instead of having a team of experts fly across the country to test a set of installation instructions, we can have someone unrelated to the project, but local, try to follow these instructions. This option is faster and cheaper. Which highlights another good goal for our quality measures: they must be affordable and totally defensible when being presented to the project sponsor.
Another recommendation is to have many intermediate, quality ‘mini-reviews’ instead of a large quality test at the end of a phase. More things could go wrong if we wait to have a large, final quality review attended by many stakeholders. If we have kept quality tests more frequent and limited, we can have more confidence on the final work product.
2. Take And Analyze The Measures
After agreeing which relevant quality measures will be taken during the project, we need to –of course– take them. Once the results are back, we want to put in place any corrective action needed, but we also want to analyze the results and see what else can they tell us. Unfavorable quality results may mean there is someone in the project team that needs more training. Or that there are some tasks for which the time estimates were wrong. By studying the results we will be able to enact that most important activity in projects: continuous process improvement.
I am always talking about bringing in training from the outside, not just a vendor but from another occupation or profession.
As most of you may know I have a theatre background as well as one in training and psychology. My latest brainstorm in the area of theatre is to develop a community theatre based on modern classics, where perfection is the name of the game. You come to one of my shows and you will see what the playwright intended.
I’ve also decided a talk back after the show will give us an opportunity for teachers and students to see a value in live theatre. For those not familiar with the term, a talk back is simply an opportunity for the actors and crew, and audience to interact. Often historical questions are asked and answered. Questions asked about certain actions. Those should be reviewed. The idea is that if a person has to ask the purpose, communication did not take place. The talk back brings a depth of ideas and more information; I always found this to be most rewarding–either as an audience or cast member.
Sounds simple. You and I both know it’s harder to achieve a perfect project result in reality, but not so much if you have the attitude and people to make it work. Let’s see if the process doesn’t sound the same for just about any project on several levels and pick the essential ones.
First, we need a theatre (a production needs a convenient place to operate and must meet specifications for you project). Let’s keep that a separate issue for now. I have a theatre large enough that has the lights and sound to do the job. As you can see I’m minimizing the variables so all we have to worry about is the management plan.
Second, we hold auditions. Just as in your project, you need to have people who can and are willing to do the job. In theatre, I have a special problem and it’s not just available talent. We both have that problem so we work with what we have–beg, borrow and steal. And if you have to steal–steal the best. Once the best cost me a case of Moosehead beer; he was definitely worth it. He was an award-winning sound producer and he applied his talent and knowledge on my production, which certainly enhanced it. Coerce as gently as possible because the idea is that you want them to attach themselves to your group enthusiastically and dedicate themselves to your mission.
My special problem has to do with area actors who are used to rehearsing three-days a week. That won’t do. Professional theatres don’t do that; they work until they get it right (the good ones anyway). I rehearse several hours Sunday through Thursday initially. And, with tech, there’s more later. Good management (a good assistant director or subcommittee chairman) keeps those not actively working on stage, working on the other parts of the play, keeping them engaged. This tough idea has to be sold during auditions, but most actors agree they could use the help. Make no allowances. Those that want to do it bad enough will make it work. Keep auditioning until you get what you want. It is going to be a big deal. It guarantees results. It makes the players proud and others want to be them. It’s a start.
We have our company: our proud challenged actors, and crew if we have managed to get them yet. Some may have heard we aren’t messing around and want to be a part of the action if they are good enough.
Let’s assume at this point, we have everyone ready to go. Just to let you know you don’t have to be heartless and cruel all the time, allow exceptions once. You can be more flexible but performance in hand trumps promised performance anytime. And, have a back-up plan if you can, but it’s still better to push professionalism. A show takes a limited about time to produce: four to six weeks. After that, its weekends mostly and any other special performances. Don’t change the performances without consulting actors; those that have made it to opening night deserve to have some of their schedule in concrete. You may still get what you want. I don’t care how good your actors are, if they aren’t professional don’t switch roles just because they can do it. They might or might not when the time comes.
Sometimes the company, in all of its wisdom, decides so and so is out of town and he ought to see this. Videotape if you can. If dear old company insists on the performance date change, meet on the regular day and present it to who ever is allowed to listen. Then, meet as often as you see necessary to be ready for the new date. This doesn’t happen in theatre? All the time on Broadway. A change of theatres. A change of star. For change you still need rehearsal. There is no such thing as a simple insert. Something always goes wrong. Rehearse it until it becomes as natural as the original and don’t play around by switching back and forth for fun.
What is the primary purpose of our project or, in this case, the play? Should be the first question asked and who it’s for is critical. It is not an exercise, nor a game, or a fun thing to do for a few months. For the professionals, this is their life’s work and reputations; for you actors, it’s part of how they get to be professionals or it’s just fun. For some, it may be as much fun when taken seriously. Therein lies the real problem. Taking it seriously. For professionals, generally no problem, but there are always the demigods. They learn in the end.
In real life? Problems. I can hear the buzzing out there. Like anything, when you know at the beginning the way things are going to be, you are not surprised when it’s tough; you expected that. But you are surprised when it is no different from any other project you have been involved with. The idea is keep up the notion, vision that this is important stuff. After a while, they’ll begin to believe it themselves. Everyone has been in a show they wish they hadn’t for the lack of professionalism that goes on. I’d say the same with any project–all the way to the top.
I think that’s enough, but I’m sure you get the idea. The import thing is planning. Know what you need and do not proceed until you get it. You will need certain obvious tools such as a space, a means for good regular communication to take place. Hold out for the best place that works for you. That may mean you need to have your idea fleshed out even more just so you can sell your vision.
Personnel often see it as extra work. Meet with managers and sell your vision so that those personnel asked to be a part of this feel privileged. You may still have to sell the vision through out–even the managers who may have forgotton the vision that didn’t affect them directly.
This is mostly from my theatre side. Of course to see all sides, check out my website where I talk even more. Don’t worry – most of it’s coherent. My Cave Man Guide to Training and Development, with its nonsensical approach to the field, continues to do well. Sixty pages or so of sage advice looking at training and development from another point of view for ridiculously low price. My novel (under $4.00), In Makr’s Shadow, is often funny, sometimes serious and poignant; and definitely an entertaining adventure and wit of what happens when Man no longer feels competent to run the world and allows an evolving intellect to take the reins. Both books are available through major producers of e-books as well as the links listed.
Where does a typical software vendor come from? IT-companies from the USA, the UK, Canada, India and Germany have a substantial representation in the market. However, in search for a suitable project management tool for instance one might bump into some extraordinary countries. Serbian business tool, software from Denmark, Latvian startup – these are the word combinations that rarely bother our hearing and even when they do chances are that you are not likely to put your faith in such vendors due various reasons like fear of a scam or general watchfulness towards something new and unfamiliar. Consequently, less popular IT-companies are compelled to come up with outstanding features to get their share of customers. The purpose of this article is to illustrate what practical advantages some exotic software vendors have to offer by giving several concrete examples.
Podio ( https://company.podio.com/project-management-software ) is an all-inclusive project management and web collaboration tool from Denmark that supplies its users with an overwhelming amount of features: projects, tasks, milestones, calendar, meetings, discussions, file-sharing, email integration, reporting, budget control, CRM and many more. Mentioning a tool that it does not encompass is quite a challenge. However, that’s not the biggest advantage of Podio. Comprehensive functionality is undoubtedly a plus, but Podio goes even further and grants a full-scale mobile access to its services. Podio App Store offers hundreds of free applications for business that can be either obtained separately or in special packs depending on the functionality you need. The applications are available on Android and iPhone. Everything from business development and community management to human resources and marketing is at your disposal. Clear and reasonable pricing plans ($8 per an employee per month) is one more reason to pay attention to a vendor from Denmark. The company is backed by the Nordic-based venture capital investor Sunstone Capital, which makes it a trustworthy partner.
ActiveCollab ( http://www.activecollab.com/) is another full-fledged project management/collaboration product. It was developed by a Serbian company named A51 d.o.o. The toolset of activeCollab has every right to be called outstanding. It includes all the necessary features to keep track of your projects, collaborate with your team and partners, save time as well as the ability to integrate the product with other services according to your specific needs. What makes activeCollab trustworthy and more functional at the same time is its deployment solution. The tool can be installed on your own server, thus it gives you more freedom than you get with SaaS solution e.g. you are not limited by the amount of users, projects or storage space for your documents. Availability of the source code of the product is another factor that verifies the company’s status and its serious intentions to establish a long-term partnership with its customers. ActiveCollab offers two types of perpetual licenses for $499 and $249 that differ in the amount of features supplied. A free demo version is also available which makes Serbian product an attractive offer for modern businesses.
TeamLab ( http://www.teamlab.com/ ) is last but not least on our list (no pun intended). A promising Latvian startup also has something to brag about, namely online services for various businesses. Among those are project management, community building, CRM, calendar, reports on user activity and workload, internal chat, wiki etc. Just like its Serbian rival (or in this context soul mate) TeamLab developers decided to lay their cards on the table and provide access to its source code to promote openness and reliability. The product is also available in SaaS version for those who prefer ready-to-use services hosted by professionals. TeamLab’s gimmick is undoubtedly its document management feature. Presentations, images, spreadsheets can be uploaded and added to a particular task or project. Users are enabled to create, share, import and what’s more important – edit documents online. The recent introduction of the first full-fledged HTML5-based word processor leaves no doubt that the company is planning to keep on developing in this realm. The only thing you are charged for is additional services that include either 20 or 50 GB of extra storage space and advanced files upload for $19 or $49 per month respectively.
To sum up, modern software market’s geography has expanded dramatically. With all due respect for software vendors who have already established a good reputation, sometimes developers from the countries that can be easily called dwarfs of the industry have a lot more to offer. It doesn’t necessarily mean that we have to shift our focus dramatically towards the newcomers of the market. Our goal as consumers is to take into account as many options as possible no matter where they are from. This in turn will intensify market competition inevitably increasing the quality of the products represented. What can be more motivating than that?
Alexander Mitnikov is a freelance translator interested in modern business and technology trends. His passion is software that helps entrepreneurs and freelancers like himself enhance their working process to the full. He is currently working as a marketer at Ascensio System SIA.
Two years ago I was deploying a high-technology project for a client. It was a worthwhile project, whereby we were going to give sales people the ability to communicate instantly with their developers in Asia. A few weeks into the project, the client’s own Security organization became very interested… and proceeded to shut us down!
We have written a few times in this blog about the importance of understanding a project’s justification, or business case, before plunging into planning and implementation. Why is it important that this project be deployed? Why now? What are the essential features needed? Who is the ‘management sponsor’ interested in seeing the project succeed? What we don’t discuss as often, but can also be critical –as illustrated by our now defunct project− is an early Stakeholder Analysis.
Stakeholders are people (or organizations, such as the aforementioned Security) who are involved in the project or who are affected by the project. When we mention ‘stakeholders’, it is quite easy to limit ourselves, and just think to include the performers and the customers of a project. In truth, we must look further afield and consider other indirect persons or groups that may not be as obvious, but who are still being impacted by our project. For example:
1. Customers of the customer – It may be that the ultimate user is not the group who commissioned the project, but customers of theirs who have additional needs. If the project’s ultimate customer may or may not speak English for instance, we may want to include symbols along with written instructions, to increase clarity.
2. Regulatory Groups − Our analysis should incorporate functions which may not be obvious, but who would indeed have the authority to terminate our efforts. They can reside in the customer’s organization or in society at large, eg, Procurement, Security, the city’s Health Department, Fire Department.
3. Managers of our resources − We should stay in touch with those who manage key individuals in our project. They may have their own set of measurements, timeframes or constraints and possibly impact someone’s availability while we still need them.
There are others of course. By introducing these categories though, we hope you can manage direct and indirect stakeholders’ expectations, and avoid unpleasant surprises.
I was recently teaching a course where the discussion turned to project resourcing, and the problem of people being stretched more thinly than ever. I suggested to the student that maybe her company’s mechanism for “project selection” needed to be revisited with her management, so that the number of projects could be decreased until the excessive workload was completed. “There would be no point” she said, “my manager says ‘yes’ to everything”. A few other students nodded in sad agreement, hinting that they faced a similar behavior.
It was very unfortunate because the responsibility of a company’s management is, precisely, to prioritize in the face of constrained resources. It is not to take the easy way out, “say ‘yes’ to everything”, and demand that teams work under stressful conditions. Although it may look like such a manager is being cooperative, this is not the case. The result will be disappointed customers, or overworked employees who will become ill or leave the business. In other words, ‘saying yes to everything’, while easy, is not sustainable. It also doesn’t merit the higher salary that managers command for supposedly making thoughtful and informed decisions about organizational resources.
The PMBOK® methodology from the Project Management Institute is very clear on the topic of project selection. Its best-of-breed steps recommend starting, not by Planning a project, but with a proper Initiation of the project. What happens during Initiation? The feasibility of performing the project, in light of other proposals/ requirements/ constraints is studied and deliberately approved. This exercise can only be effective if the entire portfolio of possible projects is considered and prioritized, to make sure that only the more worthy projects are the ones formally selected. Formal selection means then, being willing to invest enough resources to deploy the effort successfully.
Can this mix of ‘selected’ projects change? Yes, certainly. A few months after the entire portfolio is prioritized, new potential projects can be discovered that merit ‘selection’. In this case, some previously selected projects may have to move to the back-burner, or another source of funding identified to deliver the new mix of projects.
We could think of the whole exercise as a household’s budget. It is finite and constrained, so which expenses will be a part of the budget need to be prioritized and deliberately selected. If suddenly it becomes critical to have little Timmy take guitar lessons, then something else will have to fall out of that budget. And it becomes obvious that the household can’t “just say yes to everything”.
Our topic today has nothing to do with an eccentric or detestable person, happily. Although some project managers may not agree, a more prevalent pest to be avoided in projects is “scope creep”: additional scope that creeps in, without anyone in the project team noticing. Before you know it, there is an expectation that the project will indeed deliver this additional scope, leading to extra stress on your resources and your timeframes. At the request of students who have often asked for suggestions, here are four strategies I have found useful in the past to ‘avoid the creep’:
1. Change Control
Assuming the project scope has initially been agreed, the best option to avoid the dreaded scope creep is vigilant change control. This involves (a) keeping a change log for the project which is stored in the same repository as other important project plans; (b) timely assessments so that each Change Request is settled in a reasonable amount of time; and (c) discussing the change log with customers and performers at regular status meetings.
2. How About ‘No’
Sometimes it is difficult to perceive that a change has just been introduced into the project environment, as it may be framed like an innocent question. Example: “Surely this training can be translated and taught in French when we install the Morocco location?” Someone in the project team, probably guided by a lecture they heard on “Delight Your Customer”, answers “Yes, I’m sure we can manage”. Scope creep alert! Instead, the project manager might try jumping in, with some variation of ‘No’. Good examples: “I wish we could”; “I don’t think that’s in scope”; or (one of my favorites) “Our budget is already so stretched”.
3. Train the Project Team
There are a few steps and processes that your project team will have to be trained on during the project. Why not make “Change Control” part of another topic, and use this discussion to make them comfortable with the statement “We’ll be happy to do an impact assessment on that change request”?
4. Better Late Than Never
Maybe, and in spite of your best attempts, a crafty customer may get a project performer to agree to the extra work. We should remember that good project management is about progressively elaborating plans, and re-opening any items which now need to be discussed, even if they were previously closed. In the case of the extra work, we could say, for example: “I know Bob had been trying to accommodate this change but, regrettably, we don’t have the funding to do it. Let’s open a change request ”. Better to reset the customer’s expectations a little late than to make the project miss its agreed timeframe and budget. So let’s actively avoid that creep.
Here is a familiar scenario for some of us who perform projects for customers: a request for some work comes in. We have (or know where to get) the capability, the skills the personnel. Having performed similar work before, we even have references. The catch? Geography. Either the customer, or key performer(s), or the project manager is in a different geographical location. And unfortunately, some stakeholder becomes entrenched in the position that everyone must be co-located. So the (questionable) travel/commuting commences in earnest.
Too many projects suffer from this excessive travel or commuting, when they could be leveraging Virtual Teaming tools and techniques. Too many checkpoint meetings; testing sessions; status meetings take place where the obsession that everyone must be present prevails. I find incredibly worrisome when some of these project resources, very often managers, brag about having back-to-back trips in which they take overnight, red-eye flights in order to make it to their next meeting. One would think that, rather than brag, the person would be embarrassed that poor planning, or automatically agreeing to this excessive travel, has left them in this position. So instead of automatically agreeing to all this costly, unproductive travel, next time suggest a concerted effort to incorporate more Virtual Team behaviors into your project:
1. Leverage Internet, IM virtual teaming tools
Where to begin, honestly! There are so many Instant Messenger, Videoconferencing, Web seminar tools available today. There are even free collaborative tools such as, for example, Google Docs, where multiple team members can be updating the same document at once and you don’t even have to fight the frustrating document ‘check-in/check-out’ of certain other document repositories.
2. Share information profusely with the project team
The more information team members have, the less they have to request it from others. Hopefully this will also lead them to decreased unproductive travel.
3. Promote project team as a ‘Select Club’
Give the project a name. Have a logo. Schedule invitation-only web seminars. All these things increase the pride of the project team in belonging to this ‘select club’. Rapport and trust among team members increases and they tend to watch out more for one another, again, decreasing needless travel and commuting.
4. Don’t let them disappear
During conference calls, present the achievements of all, even if they are not attending. Especially achievements of team members in other countries. This reinforces continuity and cohesion among the project team, so communication becomes more natural and not a big deal.
5. Develop a culture of keeping commitments
Agree with your team the ground rule that, if we make a commitment, we keep that commitment. This is the best way of fostering trust. When individuals and organizations trust each other, transactions are automatic and cheap. It is when there is no trust that we start needing all the cumbersome documents, caveats, contracts and, oh yes… the excessive travel.
There are certain skills which are incredibly useful for small businesses. If the business has someone on staff knowledgeable about ‘accounting’ for instance, or ‘taxation’, better decisions can be made consistently in those areas. For example, business equipment would be purchased knowing already in advance what kind of depreciation will leave the business in a better tax position.
If the business performs projects for customers, the same is true for the skill of Project Management. Small but important project management concepts can be the difference between a profitable or an unprofitable project. Let’s say that the customer wants to add items of scope to the project. What would be the correct response, according to tried-and-true project management methods? If the time duration of the project needs to shrink, what would be the best course of action, and still be successful?
Most of us have heard the adage “the customer is always right”, or “we must delight our customers”. But in businesses which perform services, one must be very careful and qualify these statements with some limits. Otherwise, we could find ourselves delivering a project with unlimited scope and unlimited liability!
Recently, a new and easy tutorial has been released for just this purpose. It is a video made specifically for professionals whose main job is something other than project management, but who must still perform projects for others. Without using complicated project management jargon (such as “Earned Value” or “Project Charters”), and in plain conversational English, this video walks a person through the stripped down, absolute key concepts for delivering projects successfully. Such that the projects end up with win/win outcomes: the customer walks away happy with his/her priorities fulfilled, and the small business walks away with profits in the bank. The details on how to get this tutorial can be found at www.theartisanpm.com . Check it out. So far, every small business which I have heard got it, has improved the delivery of their projects.
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