When faced with large projects the first thing I try to do is to break the project down into smaller, manageable chunks of work. Many of our projects can be large and complex. Breaking the project down into management tasks will help to:
Simplify the process of creating Metrics to manage project progress
Reduce Risk by creating shorter timelines with less overall scope
Make it easier for individuals and groups to understand the Work they must perform
Make Planning easier and more realistic
When creating your Project Charter be sure to address all phases of the project, but emphasize that the project will be delivered in phases. In addition, make sure your Project Charter clearly addresses the:
Project Objectives
Project Benefits
Project Risks (initial assessment)
Project Constraints
Project Assumptions
Project Dependencies
Resource Requirements
Project Cost and Duration estimates (establish your range for this estimate and state it)
What the Project won't address or deliver
There are other items that can be included in the Project Charter, but addressing the above items clearly and getting the sponsor's buy-in will be critical to getting your project off to a good start.
For more information regarding a Project Charter click here
Monday, November 29, 2004
Monday, November 22, 2004
Reforming Project Management Theory and Practice
Reforming Project Management Theory and Practice. Hal has created a very good project management website that provides great insight and valuable information that any project manager can use.
In a recent posting Hal talks about leadership and mentioned that as project managers we should provide just enough leadership to support the efforts of others. While on the face of it that statement sounds reasonable I believe that you may not know how much "just enough" is.
My thought is a project manager should provide leadership consistently throughout the project with all stakeholders versus trying to figure out how much is just enough. Obviously when we are working with executives and senior management we need to keep our messages and leadership short and to the point.
As Hal says "what we need on projects is to cultivate leadership throughout the team" and I would add we need to always Lead by Example.
In a recent posting Hal talks about leadership and mentioned that as project managers we should provide just enough leadership to support the efforts of others. While on the face of it that statement sounds reasonable I believe that you may not know how much "just enough" is.
My thought is a project manager should provide leadership consistently throughout the project with all stakeholders versus trying to figure out how much is just enough. Obviously when we are working with executives and senior management we need to keep our messages and leadership short and to the point.
As Hal says "what we need on projects is to cultivate leadership throughout the team" and I would add we need to always Lead by Example.
Monday, November 15, 2004
Change and the Project Manager
Every project we work on as Project Managers brings change to the organization. Those individuals or groups that react negatively to change usually do so out of fear. How can we overcome this fear early in the project so it doesn't manifest itself later and throw the project into chaos?
To help in the process of managing change lets look at the "Stages of Negative Reaction to Change". As stated in the book "Project Manager's Portable Handbook - Second Edition" (David I. Cleland and Lewis R. Ireland), the stages of negative reaction to change are:
* Disruption of Work
* Denial of Change
* Realization of Change
* Negotiating Change
* Accepting Change
Basically the authors are telling us that Change needs to be managed, and furthermore managing change is a process. Inflicting change on an organization without realizing the repercussions or backlash can contribute to project failure.
Project Management can provide structure and help articulate the reasons for a change. The processes behind Project Management are there to help move the organization to accept the changes that come about as a result of the project's deliverables.
Keep the following in mind to help manage the change that will occur as a result of your project:
* Use SMART Objectives in your project (Specific, Measurable, Attainable, Relevant, Time Bound)
* Create a Risk Management Plan
* Create a Project Schedule that is realistic and agreed upon
* Create an atmosphere of Trust
* Define and Use a Scope Change Process
* Solicit feedback throughout your project from the stakeholders that will be experiencing the brunt of the change
Change will be disruptive and can cause unexpected behavior and results. Understanding the positive and negative results of change prior to its implementation will help you to head off problems early. Be patient with your stakeholders, and if necessary be ready and willing to escalate issues to senior management to get quick resolution and closure. Allowing stakeholders to hold your project hostage because of their biases and fears will only lead to project failure and ill will.
Understand the positive and negative effects of the change you are implementing, develop goals early in the project to mitigate the negative effects of the change, communicate your plan to all stakeholders, and involve your stakeholders in developing and effecting the change.
To help in the process of managing change lets look at the "Stages of Negative Reaction to Change". As stated in the book "Project Manager's Portable Handbook - Second Edition" (David I. Cleland and Lewis R. Ireland), the stages of negative reaction to change are:
* Disruption of Work
* Denial of Change
* Realization of Change
* Negotiating Change
* Accepting Change
Basically the authors are telling us that Change needs to be managed, and furthermore managing change is a process. Inflicting change on an organization without realizing the repercussions or backlash can contribute to project failure.
Project Management can provide structure and help articulate the reasons for a change. The processes behind Project Management are there to help move the organization to accept the changes that come about as a result of the project's deliverables.
Keep the following in mind to help manage the change that will occur as a result of your project:
* Use SMART Objectives in your project (Specific, Measurable, Attainable, Relevant, Time Bound)
* Create a Risk Management Plan
* Create a Project Schedule that is realistic and agreed upon
* Create an atmosphere of Trust
* Define and Use a Scope Change Process
* Solicit feedback throughout your project from the stakeholders that will be experiencing the brunt of the change
Change will be disruptive and can cause unexpected behavior and results. Understanding the positive and negative results of change prior to its implementation will help you to head off problems early. Be patient with your stakeholders, and if necessary be ready and willing to escalate issues to senior management to get quick resolution and closure. Allowing stakeholders to hold your project hostage because of their biases and fears will only lead to project failure and ill will.
Understand the positive and negative effects of the change you are implementing, develop goals early in the project to mitigate the negative effects of the change, communicate your plan to all stakeholders, and involve your stakeholders in developing and effecting the change.