One of my favorite project management books is called - "Project Management - A Systems Approach to Planning, Scheduling and Controlling" - and is written by Dr. Harold Kerzner. In this book there is a section entitled "16 Points to Project Management Maturity". These points are listed below, and are worth reviewing on a regular basis.
1. Adopt a project management methodology and use it consistently
2. Implement a philosophy that drives the company toward project management maturity and communicate to everyone
3. Commit to developing effective plans at the beginning of each project
4. Minimize scope changes by committing to realistic objectives
5. Recognize that cost and schedule management are inseparable
6. Select the right person as project manager
7. Provide executives with project sponsor information, not project management information
8. Strengthen involvement and support of line management
9. Focus on deliverable rather than resources
10. Cultivate effective communication, cooperation, and trust to achieve rapid project management maturity
11. Share recognition for project success with the entire project team and line management
12. Eliminate non-productive meetings
13. Focus on identifying and solving problems early, quickly, and cost effectively
14. Measure progress periodically
15. Use project management software as a tool - not as a subsitute for effective planning or interpersonal skills
16. Institute an all-employee training program with periodic updates based upon documented lessons learned
If you have some of your own post them in the comments section.
Tuesday, January 26, 2010
Tuesday, January 19, 2010
My Take on Some Project Management Principles
Here are four basic Project Principles and some of my ideas regarding what to watch out for when managing your projects.
(1) Projects are often constrained from the start (Initiation Phase) by a fixed, finite budget and defined timeline. In other words, many projects have budgets that have strictly defined constraints and a timeline with a set start and end date. This is obvious to all project managers, however what is not so obvious is many times these budget and timelines are not sufficient (or realistic) to accomplish the project’s objectives. From the start, ensure the project sponsor is aware that budget and timelines may need to be renegotiated as project planning progresses.
(2) Projects can have many complex and interrelated activities that need to be coordinated so that proper organizational resources can be applied at the proper time. The big thing to watch out for here is "proper organizational resources". While you may not have input on which resources you get for your project, you do have input on the project’s estimates and schedule. Do not allow others to dictate unrealistic schedules or estimates for resources that are unproven, unreliable or untested.
(3) Projects are directed toward the attainment of a clearly defined objective(s) and once they are achieved, the project is over. Yea, right! Not all projects have clearly defined objectives, and if they do, they are not always achievable given the budget, time, and organizational constraints. Not only that, your organization’s culture can be a huge impediment to successfully managing your project. Be very careful when accepting a new project to ensure you are not being setup to fail. Do not accept projects with unclear or unrealistic objectives.
(4) Projects are unique. Because they are unique, the risks are great and failure is always an option. Minimize the risks by informing your sponsor that until you are finished with your initial project planning activities you may not be able to provide realistic budget and time estimates. Once you have completed your initial project planning activities, (project planning is continuous) provide your sponsor with an estimated budget and time range, and remind him or her that as planning progresses these ranges will be adjusted to closer reflect reality.
(1) Projects are often constrained from the start (Initiation Phase) by a fixed, finite budget and defined timeline. In other words, many projects have budgets that have strictly defined constraints and a timeline with a set start and end date. This is obvious to all project managers, however what is not so obvious is many times these budget and timelines are not sufficient (or realistic) to accomplish the project’s objectives. From the start, ensure the project sponsor is aware that budget and timelines may need to be renegotiated as project planning progresses.
(2) Projects can have many complex and interrelated activities that need to be coordinated so that proper organizational resources can be applied at the proper time. The big thing to watch out for here is "proper organizational resources". While you may not have input on which resources you get for your project, you do have input on the project’s estimates and schedule. Do not allow others to dictate unrealistic schedules or estimates for resources that are unproven, unreliable or untested.
(3) Projects are directed toward the attainment of a clearly defined objective(s) and once they are achieved, the project is over. Yea, right! Not all projects have clearly defined objectives, and if they do, they are not always achievable given the budget, time, and organizational constraints. Not only that, your organization’s culture can be a huge impediment to successfully managing your project. Be very careful when accepting a new project to ensure you are not being setup to fail. Do not accept projects with unclear or unrealistic objectives.
(4) Projects are unique. Because they are unique, the risks are great and failure is always an option. Minimize the risks by informing your sponsor that until you are finished with your initial project planning activities you may not be able to provide realistic budget and time estimates. Once you have completed your initial project planning activities, (project planning is continuous) provide your sponsor with an estimated budget and time range, and remind him or her that as planning progresses these ranges will be adjusted to closer reflect reality.
Friday, January 15, 2010
Is Accurate Estimating Possible?
I have been burned more times than I can count by bad estimates. What can a project manager do to help ensure the accuracy of estimates? First we should understand the basics behind the estimating process (there are many more than I have listed here). Some are:
• The more unique the project, the more of a challenge it will be to get good estimates
• Estimates are only as good as the estimator is at predicting the future
• "Padded" estimates are not always bad as long as the padding is communicated (... and as long as the Project Manager is the one doing/approving the "padding")
• An estimate is not a bid
• Estimates using sound estimating practices, performed by experienced estimators from clear specifications should never be negotiated
• Ballpark estimates are guesses and should be treated as much by the project team, management, and the project sponsor
Other items to consider when estimating are:
• Ensure the statement of work or contract is clear and understood by the person(s) doing the estimates
• Ensure that a schedule or mandated date doesn't drive the estimating thought process
• Include risk management in the estimating process
• Ensure that estimates take into account the skill level(s) of the person(s) that will do the work
• If your work breakdown structure (WBS) is flawed, your estimates will be inaccurate
Accurate estimating is an art and a science. The estimator (or estimating team) must take into account historical data from past proejcts, the team's knowledge and experience, the project risks, the statement of work and other project information to make the best estimate possible.
Keep in mind when planning your project that estimates aren't hard and fast numbers. They are guesses, however they should be very good guesses if you have good estimators and are following tried and true estimating practices.
• The more unique the project, the more of a challenge it will be to get good estimates
• Estimates are only as good as the estimator is at predicting the future
• "Padded" estimates are not always bad as long as the padding is communicated (... and as long as the Project Manager is the one doing/approving the "padding")
• An estimate is not a bid
• Estimates using sound estimating practices, performed by experienced estimators from clear specifications should never be negotiated
• Ballpark estimates are guesses and should be treated as much by the project team, management, and the project sponsor
Other items to consider when estimating are:
• Ensure the statement of work or contract is clear and understood by the person(s) doing the estimates
• Ensure that a schedule or mandated date doesn't drive the estimating thought process
• Include risk management in the estimating process
• Ensure that estimates take into account the skill level(s) of the person(s) that will do the work
• If your work breakdown structure (WBS) is flawed, your estimates will be inaccurate
Accurate estimating is an art and a science. The estimator (or estimating team) must take into account historical data from past proejcts, the team's knowledge and experience, the project risks, the statement of work and other project information to make the best estimate possible.
Keep in mind when planning your project that estimates aren't hard and fast numbers. They are guesses, however they should be very good guesses if you have good estimators and are following tried and true estimating practices.