Tips, hints, links, and helpful information related to the discipline of Project Management.
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Thursday, September 02, 2004
What is not in writing has not been said
The following text was taken from Chapter Twenty in the “Field Guide to Project Management”. The authors Francis M Webster, Jr. and Stephen D. Owens state, "the written document provides instructions, restates previous instructions, conveys importance to the message, and helps the project manager to cover their tracks".
The authors also make the point that that "e-mail isn't always enough and can get you in trouble faster and with more people". As we all know from experience, e-mail usually isn't given enough thought before it is sent which can lead to messages being misinterpreted and having unintended consequences.
A project manager that is doing his or her job will formally document all items that are important and relevant to supporting a project's triple constraints (Time, Cost, Quality).
Friday, August 27, 2004
Project Objectives and the Work Breakdown Structure
I talked earlier about a Work Breakdown Structure (WBS), but this is such an important subject it is valuable to revisit.
The WBS should accomplish several things:
It is the mechanism that takes the project's requirements and turns them into manageable project tasks
It is used to communicate project objectives to the project team and other stakeholders
Its output is used to build your first plan and schedule
In David I. Cleland's Book "Project Management: Strategic Design and Implementation. Second Edition" he states that:
In general the development of the WBS provides the means for:
Summarizing all the deliverables , resources, and activities of a project
Relating work elements to each other and to the total project
Building the matrix organization for the project by cross referencing the work elements to the organizational resources responsible for their completion
Addressing all contracted resources required for the project.
Estimating costs, simulating project scenarios, and conducting risk analysis
Providing information to define, budget, schedule, perform, and control work packages
Definition: "Work Package" - A deliverable at the lowest level of the Work Breakdown Structure.
Keep in mind a complex WBS isn't' required for most small and medium sized projects. Many times a simple deliverable-oriented tree of activities that graphically displays the work to be done will suffice. By that I mean a structure similar to an organization chart with the project name on the top row and the second row consisting of some elements of your project methodology.
For example, for an IT project the second row headings might be:
Analysis
Requirements
Design/Procurement
Coding/Installation
Test/Acceptance
Close-out.
The best way to get started with creating a WBS is to gather the team (always done with the team) and write down the project tasks on Post-It Notes. Then, use an available wall to post the tasks in the appropriate places under the headings of your WBS's second row.
Project Management Boulevard
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.