Tips, hints, links, and helpful information related to the discipline of Project Management.
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Wednesday, August 25, 2004
Project Management KnowledgeBank
Monday, August 16, 2004
Project Management and Disaster Planning
As my wife and I scrambled around the house on Thursday night taking pictures and recording serial numbers of our possessions, I quickly realized I should have prepared a disaster prepardness plan long ago.
As most of us know, one of the most important things to have when planning for any project is a scope statement. My scope statement for this hastily started project was simple: "keep my family safe and protect our property". I live in a new house, and with the strict Florida building codes that were enacted over the last several years I felt we were safe staying in our home. But, like most projects, my plan was full of risks, and I needed to perform some serious Risk Mitigation. Did I have fresh batteries for the flashlights, a portable radio, a designated safe area of the house to escape to in case things got bad?
On Thursday evening the kids filled the bathtubs with water (in case we lost our water supply), we made sure there were candles and matches (in case the electricity went out), my wife took the time to ensure the propane tank for the gas grill was exchaged for one that was full, and she went to the store and purchased plenty of canned goods and bottled water. To further mitigate risk, my wife and I filled our cars with gasoline and began clearing the yard and lanai of objects that could become flying missiles in a strong wind.
Having said all this, it would have been much better to have had a well thought out plan, or checklist prepared ahead of time so that no important task would be left undone. While our immediate area wasn't impacted much by the hurricane, the lesson learned from this experience is that early planning is not only important, but it can save a lives!
God Bless the families impacted by Hurricane Charlie!
Monday, August 09, 2004
Will the real Project Sponsor please stand up?
Every project that crosses functional lines of authority needs a project sponsor to remove barriers, assist in resolving conflict, and mediate negotiations. The sponsor can also act as a mentor and coach to the project manager and team members.
The project sponsor is usually chosen by senior management, but sometimes the sponsor volunteers because the project directly impacts their resources or budget the most.
Typically Project Sponsors are responsible for:
Providing project direction
Monitoring project progress
Assisting the Project Manager to define the Project Management process for the project
Approving final scope, project objectives, schedule, resource assignments, roles and responsibilities
Providing accurate, relevant and timely communications in writing when appropriate
Approve scope changes
Obtain or resolve issues surrounding resources (people, money, equipment)
Setting project priorities and removing barriers to project success
Tuesday, August 03, 2004
Project Management Truths
The same work under the same conditions will be estimated differently by ten different estimators or by one estimator at ten different times.
Any project can be estimated accurately (once it's completed).
The most valuable and least used WORD in a project manager's vocabulary is "NO".
The most valuable and least used PHRASE in a project manager's vocabulary is "I don't know".
Nothing is impossible for the person who doesn't have to do it.
You can con a sucker into committing to an impossible deadline, but you cannot con him into meeting it.
At the heart of every large project is a small project trying to get out.
If you don't stand for something, you'll fall for anything.
The more desperate the situation the more optimistic the situatee.
Friday, July 30, 2004
Six Steps to Political and Project Success
Assess the Environment
Who are the relevant stakeholders?
Who are the most important stakeholders?
Where does the power lie?
Whose actions will impact the project most (Negative or Positive)?
Identify the Goals/Needs of the Stakeholders and Sponsor
What are the stakeholder's/sponsor's work and/or organizational motivations?
What are their psychological motivations?
What is their overt motivation?
What is their hidden agenda?
Know Thyself
What are your strengths and weaknesses as you perceive them?
How are you perceived by others?
What are your personal values related to your workplace?
How can you compensate for your weaknesses (actual and perceived)?
Define the Problems
What are all the relevant facts?
What are the underlying assumptions (both True and False)?
What is Reality?
Develop Solutions that Work
Avoid premature solutions that don't account for the four steps above
Obtain user buy-in to the solution
Obtain Sponsor buy-in to the solution
Test and Refine the Solutions
Initial solutions are tough and usually difficult to sell
Continually refine and test your solution
Get sign-off from all relevant stakeholders and your sponsor
__________________________
PROJECT MANAGEMENT FACT
A solution that does not take the realities of the political environment into account will fail. Don't be naive when it comes to internal politics.
Thursday, July 29, 2004
Quality Guide - Welcome to Managing for Quality
Here is a site that has some great information regarding Quality Management.
Michael Greer's 20 PM Actions/Results
This looks like a good site for general Project Management Information. Give it a try and let me know what you think.