Archive for the ‘execution’ Category

Prioritization and emergencies

Sunday, September 5th, 2010

So, what happens to a schedule when emergencies happen?
At one time or another the team will have emergencies that take them away from the critical work. In most projects, there will be changes to the market that cause emergency changes to scope, timelines or budget. And, often the PM is the one to direct and support the team through the emergencies.
What happens when the PM is the one who has the emergencies?
Have you set up the project to run without you – even for a short time? Do you have contingencies for your absence?
What are the tips you would give to less experienced PMs?
Happy PMing

Perry

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Posted in Team management, execution | No Comments »

Making decisions, the project manager’s challenge

Sunday, July 25th, 2010

Often the project manager is in the middle of a push and pull about decisions. Everyone wants to get started, but key decisions aren’t made. How do you keep everyone engaged when this is happening?

I find this one to be the most interesting challenge, and the one linked tightly to corporate culture.

Sometimes it’s a good idea to go ahead with some of the project while you wait, and other times, delay in decision making is a sign of trouble brewing.

Sometimes the corporate culture is ‘just do it’ and sometimes it’s about careful analysis before acting – and usually somewhere in between the two extremes. If your organization leans towards the ‘just do it’, you need to get an idea of the direction and then go forward. If your organization leans towards the analysis scenario, you need to get documented agreement to go forward before the decision is complete.

How does the PM know which scenario is true for their project?

History will help, what has happened in previous projects when decisions are delayed? Your sponsor will give direction to help determine what to do. And the way the team reacts is also a good indicator.

If you determine you can go ahead while waiting for the final decision, there are some ways to ensure you are doing the right thing. First, your sponsor needs to be on board with what you are doing. And second, develop a way to document both the reasons for going ahead and the implications.

How do you determine what to do? That’s probably the easiest part. Look at activities that need to be done regardless of the decision. Can you start drafting risk plans, communication plans, or resource plans.

Can you develop marketing plans? Will the decision have an impact on the way you’ll market the product?

Can you analyze some potential solutions?

The overall question in this circumstance is depended on the decision you are waiting for. If the decision could determine whether the project goes forward or not, or is a fundamental decision about the product features, you probably don’t want to use resources of any kind because the risk of wasting resources is high.

If the decision is a refinement of the features, or a buy/lease decision, there are a lot of activities that can be done to move the project forward while you wait.

Happy PMing

Perry

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Posted in execution, organizational savvy | No Comments »

Mergers, successful transition

Sunday, May 9th, 2010

This blog was inspired by a LinkenIn posting.

I’ve worked on four successive credit union mergers and each time we developed looser success criteria. The reason we did this is integration and success on mergers is complicated and we found the tighter we tried to control it, the less successful we became.

At the beginning of the project, you may not know enough about the technical integration details to develop success criteria. I’ve found it much more useful to start with guiding principles and develop success criteria as knowledge grows.

The integration of the people is somewhat easier to plan – harder to achieve success. The key parts are communication, training, communication, training and transparency – oh, and communication.

Trying to achieve smooth people transition is a false goal. If you acknowledge that there will be challenges and hard times, it builds perspective. The difficult times will be difficult, but no one is measuring them against false promises of easy transition.

Guiding principles can be as simple as – minimize customer disruption, maximize employee involvement, transparent communication.

What this means is that you begin to set success criteria when you know enough to set realistic ones.

As and example, our transition date for the banking platform data was a key criteria.

By setting the date based on executive wishes,

  • we had to make changes to the date,
  • we had to reschedule training,
  • we had to re-communicate information to staff and members and
  • we had to work the team long hard hours.

By setting the date based on analysis of the banking platform, we were able to

  • pick a date we could stick to
  • initiate structured training and change management
  • clearly communicate the progress, and upcoming milestones
  • clearly communicate to the membership what was happening
  • identify innovative approaches to meet the guiding principles
  • let the people who were leaving know the date they could go on to their new journeys

Does anyone else have tips for project managers on mergers and acquisitions?

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Posted in communication, execution | No Comments »

How Project Management Can Help You With Any Business

Sunday, April 4th, 2010

Hi, this blog post is the first of what I hope are many guest blogs. In the spirit of open transparency, Jason is providing me licenses for MMPM. I’ll be offering them to my Twitter followers when I have them. If you don’t already follow me, you can find me at PerryAwilson.  Anyway, I’ll let you get on to Jason’s post.

How Project Management Can Help You With Any Business

No matter what business you are in, you have goals and intentions.  From the largest corporation to the smallest home-based business, projects are being started every day.  Without proper management of these projects, all the effort, time, and money are wasted.

The Changing Work Place

It is widely known that change is the only constant in the world.  We see changes in innovation and technology development daily.  People and companies are trying to keep up with all these new products and ideas, with some handling it better than others.

As organizations pursue their goal to reduce the cost of running a business, they are also trying to deal with the changes occurring all around them.  In misguided attempts to stay competitive, many companies are “downsizing” their employees.

For a company to survive the challenges of change, it must change as well.  New ways of looking at employees, new thoughts on preserving its business, and a new dedication to keeping in the forefront of its industry.

To survive a changing environment is only possible if we keep pace with and accept change.

An increasing number of employees are working from home instead of the office.  The use of computers and Internet technologies are a must not only for those working at home, but for every business that is trying to become or remain successful.  Vital for every organization is the technology of computers and the Internet.

The greatest challenges posed by the changing workplace are collaboration and communication.

One requirement of the changing workplace is that we need to be updated and well informed all the time.  Access to updated data and information regarding any business activity is a must.  Sharing information in real-time can guarantee success for organization and individuals alike.

Guarantee the success of organizations and individuals, by sharing of expertise and information in a timely manner.

How a Project Management System Can Help

Challenges in the changing workplace might seem impossible to overcome, but they can become simplified when a proper Project Management Plan is used.

The project management system may be the single best solution for the collaboration needs of any organization.  A project management system is multi-functional software that performs tasks like resource allocation, communication, budget management, quality management, report generation, cost and quality control.

Also, communication, information sharing and administrating are simplified and made much easier through use of a project management system.

Scheduling is an element of a project management system. According to the time limit and given resources the project management system divides the projects into a series of tasks and makes the handling of even complex projects very easy. It enables you to make the best possible use of time and resources.

Another great benefit provided by the project management system is communication. The project management system has a central database, which the permitted users can use to track the work progress and get updated information and data easily. It predicts any kind of problem that can arise in the project and removes uncertainties and ambiguities related to projects. From report generation to risk analysis, project management is very useful. It clearly defines the path to follow and contribution required at every level and from every employee.

These are just a few functions of a project management system. With proper implementation and use, it can help overcome great challenges that otherwise seem impossible. Thus, by making the collaboration, communication and working possible across the organization, the project management system helps the company meets the challenges of an ever-changing workplace.

Jason Westland has 15 years experience in the project management industry. From his experience he has created software to help speed up the management process. If you would like to find out more information about Jason’s  online project management software.

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Posted in Innovation, Planning, Professionalism, Tools, execution | 1 Comment »

Gathering requirements is it ever complete?

Sunday, March 14th, 2010

This blog post was inspired by a post on LinkedIn

The dream of gathering absolutely complete requirements is just that, a dream.You will find no matter how detailed or complete, or ‘approved as final’ your requirements are, things will change. That isn’t a failure of the requirements, it’s a fact of project management.  If you try to perfect the beginning, you’ll never start your development or build phase.

If there is no element of uncertainty, I don’t think you have a project.

The PM’s job is to manage what happens: issues, changes, delays, opportunities. Doing a great job of gathering requirements only resolves the questions at the beginning of the project. The client or stakeholder, or sponsor will have new ideas as they get new information. The market demands change. The longer the time frame of the project the more likely you will have changes.

Doing a great job of gathering requirements is only one part of the project start. You need to develop your scope change management plan as well. That plan will include your process of assessing changes against the project drivers and making recommendations.

A good scope change plan will help the PM manage ‘pet’ ideas as well as fabulous ideas that everyone loves but will have a significant impact on the time, cost and quality of the original project.

Happy PMing

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Posted in Professionalism, Scope, execution | No Comments »

How do you add value to your client?

Sunday, February 28th, 2010

One of the questions that comes up on discussion boards and with clients is what does the Project Manager do? I have to say I’ve had my struggles in answering this question in the past.

I’ve been chatting with clients over the last week and I think I now have an answer – at least for me, your answer might be different.

I take the complex and simplify it. When my client says “it’s a lot of work”, I get excited. I can take the ‘lot of work’ and make it manageable. I love doing that!

Yes, I report on status, I manage issues and risks and I communicate and support others in communicating. But, what I do first, is simplify. I remember a book I read on consulting that answered the question ‘how do you eat an elephant’ – one bite at a time.

So, I take the elephant and I carve it into bite sized pieces. I pull the overwhelming list of activities out of my client’s mind and give it back to them as a schedule.

What’s your answer to the question “what does a project manager do?”

Happy PMing.

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Posted in Professionalism, execution, motivation, self management | No Comments »

Issue management or Firefighting

Sunday, February 14th, 2010

The challenge for Project Managers is to keep the project moving through challenges – or identify when the project shouldn’t keep moving forward. If the PM is skilled in issue management they can navigate the daily issues (or hourly issues) on any project. If they aren’t as skilled, the project goes into firefighting mode.

So, how do you know? As the PM how do you recognize the difference between firefighting and issue management?

What does issue management look like?

No matter how fast the issues come, the PM and the team can assess the issue against the goals of the project and prioritize the use of resources for resolution. The PM can make the distinction between real issues and things that will go away if you wait.

Issues are resolved based on the long view – the desired result, the alignment to strategy, the market place. Any number of criteria that drive the project. The PM knows what the project drivers are. What takes precedence, cost, time, or quality? Recommendations are aligned with that priority.

What does firefighting look like?

Issues come fast and frequently. The same issue keeps rising because it’s not resolved completely. Issues are resolved on the approach of “how do I get this out of my face’. There’s no consistent priority of resources to the issues. People are pulled from one to the other issue, working on the latest problem before resolving the current fire.

Projects overrun schedule and budget and don’t often meet the quality. Scope creeps, customers are unsatisfied.

So, Perry, don’t hold back say what you really mean.

I’ve been in both situations. In the firefighting project, the team was so stressed that I joked about having a counselling shingle hanging outside my door. No one ever knew they had done the right thing. The project was a success but at the cost of 12 – 14 hour days and quality all over the place. There was no clear understanding of what the criteria were for meeting a compliance standard. As a result, time, energy and money were spent meeting the highest overall standard when we only needed to meet the specific standards.

In a similar project that used an issue management approach we met the right standard, with fewer people and money over a shorter time period.

There were fewer real issues, and we knew how to deal with the issues that would go away with time.

In my experience, the keys to avoiding firefighting lie in the initiation and planning of a project. The PM and the sponsor need to clearly determine the priorities on the drivers to allow the project team to produce aligned recommendations when issues need to be resolved.

Clarity between the PM and the sponsor on decision making authority can alleviate the effort required to resolve issues as the project proceeds.

Close and frequent communication with the sponsor at the early stages of the project will build a level of trust between them. When there is trust between the PM and the sponsor, things go smoothly – well as smoothly as a project can go.

What is the one thing you would advise a PM to do if they want to get a better handle on issue management?

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Posted in Professionalism, execution | 1 Comment »