ProjectSteps has been updated with a bright white font so the site is more readable. I have vacation this week so I will be busy working around the house and enjoying the Christmas holiday.
Have a very Merry Christmas
Sunday, December 19, 2004
Monday, December 13, 2004
Can you hear me?
Do you manage your projects mostly from your desk? Are you falling into the trap of managing projects via e-mail, voice mail, fax, letter, and failing to communicate with your customers and stakeholders face-to-face?
People value one-on-one conversations. A project manager that doesn't spend significant time on his or her project speaking directly to their customers will not be as effective as the one the takes the time to conduct meetings in person.
As project managers we are selling "experiences" and "solutions". Can you effectively sell your ideas as a faceless e-mail machine? Can you "WOW" your customers with tired voice mails and bland status reports?
Good customers want to see you as much as possible. They want to feel your enthusiasm, experience your excitement, and have you tell them eye-to-eye that "it’s all good".
Don’t cower (and sour) behind your keyboard sending status reports and e-mails and think your are doing your job. You can't gain your customer's trust unless you speak with them one on one.
As Tom Peter says, "If there is nothing special about your work...you won't get noticed, and that means you won't get paid much either".
It is hard to get noticed when people can't see you. BE VISIBLE!
People value one-on-one conversations. A project manager that doesn't spend significant time on his or her project speaking directly to their customers will not be as effective as the one the takes the time to conduct meetings in person.
As project managers we are selling "experiences" and "solutions". Can you effectively sell your ideas as a faceless e-mail machine? Can you "WOW" your customers with tired voice mails and bland status reports?
Good customers want to see you as much as possible. They want to feel your enthusiasm, experience your excitement, and have you tell them eye-to-eye that "it’s all good".
Don’t cower (and sour) behind your keyboard sending status reports and e-mails and think your are doing your job. You can't gain your customer's trust unless you speak with them one on one.
As Tom Peter says, "If there is nothing special about your work...you won't get noticed, and that means you won't get paid much either".
It is hard to get noticed when people can't see you. BE VISIBLE!
Monday, December 06, 2004
What I Believe - Part II
When it comes to Project Management, "what I believe" is that we all must follow Stephen Covey's advice and continually "Sharpen the Saw". After reviewing the new version of PMI's "Guide to the PMBOK", I must say it is much more readable and logical. I spent some time recently sharpening the saw by reviewing the new PMBOK, and while it isn't a book you would want to curl up with on a cold winter's night, it is the foundational reference for Project Manager's everywhere and we all need to be familiar with its content and terminology.
The last few weeks have been challenging for me as a Project Manager. Uncooperative team members, hidden agendas, and scope change requests have been running amuck on my projects. Through it all I have relied on proven Project Management processes, techniques, and tools to help me through the rough spots and get my projects back on track.
As I develop an internal training course – Introduction to Project Management - I'm reminded that we all need to remember the basics of Project Management.
Do you have a signed-off Project Charter?
Do you have a Project Sponsor that is actively involved with your project?
Do you have a cohesive, high performing Project Team? How do you know?
Do you have a written Project Plan (word document)?
Do you have written, agreed upon Requirements?
Do you have a Cost and Schedule Baseline?
Do you have a Communication Plan?
Do you have an Implementation Plan?
Don't forget the "basics". Project Failure is often linked to neglecting one of the above items.
The last few weeks have been challenging for me as a Project Manager. Uncooperative team members, hidden agendas, and scope change requests have been running amuck on my projects. Through it all I have relied on proven Project Management processes, techniques, and tools to help me through the rough spots and get my projects back on track.
As I develop an internal training course – Introduction to Project Management - I'm reminded that we all need to remember the basics of Project Management.
Do you have a signed-off Project Charter?
Do you have a Project Sponsor that is actively involved with your project?
Do you have a cohesive, high performing Project Team? How do you know?
Do you have a written Project Plan (word document)?
Do you have written, agreed upon Requirements?
Do you have a Cost and Schedule Baseline?
Do you have a Communication Plan?
Do you have an Implementation Plan?
Don't forget the "basics". Project Failure is often linked to neglecting one of the above items.