Tips, hints, links, and helpful information related to the discipline of Project Management.
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Tuesday, January 24, 2006
Obiturary
He will be remembered as having cultivated such value lessons as knowing when to come in out of the rain, why the early bird gets the worm and that life isn't always fair. Common Sense lived by simple, sound financial policies (don't spend more than you earn) and reliable parenting strategies (adults, not kids, are in charge).
His health began to rapidly deteriorate when well intentioned but overbearing regulations were set in place - reports of a six-year-old boy charged with sexual harassment for kissing a classmate; teens suspended from school for using mouthwash after lunch; and a teacher fired for reprimanding an unruly student, only worsened his condition.
Mr. Sense declined even further when schools were required to get parental consent to administer aspirin to a student; but, could not inform the parents when a student became pregnant and wanted to have an abortion.
Finally, Common Sense lost the will to live as the Ten Commandments became contraband; churches became businesses; and criminals received better treatment than their victims.
Common Sense finally gave up the ghost after a woman failed to realize that a steaming cup of coffee was hot, she spilled a bit in her lap, and was awarded a huge settlement.
Common Sense was preceded in death by his parents, Truth and Trust, his wife, Discretion; his daughter, Responsibility; and his son, Reason. He is survived by two stepbrothers; My Rights and Ima Whiner. Not many attended his funeral because so few realized he was gone.
Author Unknown.
Tuesday, January 17, 2006
Estimates Are Always wrong?
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 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
- 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
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.
Monday, January 09, 2006
The Leadership Void
I read that quote this morning and after thinking about it I realized that in many of the places I have worked there has been a consistent lack of respect shown to the followers by the leaders, which ultimately results in a Leadership Void. A Leadership Void exists when the goals of the leaders aren't embraced by the followers. Respect, or lack of it plays a big part in helping to create this void.
So what do you do when you are in an environment with a Leadership Void. My advice is to start modeling the behaviors of tried and true leaders.
Some Leadership principles I have come to believe are:
Be consistent in what you say and do. Inconsistency shows a lack of focus. Being inconsistent will undermine your credibility with others.
As a leader you will need to provide focus, constancy of purpose, and clear direction to your team. The problem with many leaders isn't a lack of personality or charisma, it is a lack of focus and follow-through.
When leading remember "beware of no man more than thyself" - Thomas Fuller. Ask for feedback from others. Remember the higher the leader is in an organization the more blind spots he or she will experience.
A good leader is a master of the big picture and is knowledgeable of the details. A leader that isn't willing to get involved in the details is just plain lazy and won't have the respect of the team they are leading.
Be careful about negative assumptions. Leaders that are high achievers know their behavior tells the truth about their assumptions.
Leaders ensure that their followers know where they fit into the big picture.
Leaders who underestimate the intellect of others tend to overestimate their own.
Other things that are always displayed by a leader are the ability to:
Create and nurture a vision
Laugh!
Leave their ego at the door
Think before acting (not quick to criticize)
Be a risk taker
State and meet commitments
Be a role model
Be a risk taker
Have a can do attitude
Encourage success
and finally...
BE VISIBLE (IMPORTANT)
- Walk around and talk to people (this doesn't happen much where I work)
- Schedule monthly one-on-one interviews
- Conduct regular formal group surveys and do something with the data
- Pick areas where Quality is lacking and form teams to fix the problem
What do you think. I welcome your comments.
Wednesday, January 04, 2006
Project Management Goals for 2006
Since the new year has begun, it is time to look at my goals from last year and make some changes. Last year's goals (listed in previous posting) have for the most part been carried over into this year, with some revisions. While goal setting is important, measuring progress towards achieving the goals is imperative. Some measures can only be gathered by asking others for feedback. I vow to solicit feedback from my peers and incorporate their comments into my behavior.
Be an effective listener
Plan each project with the end (deliverables) in mind
Conduct more face-to-face conversations
Lead by example
Evaluate criticism from others and use it to be a better project manager
Know that failures will occur and plan (or replan) accordingly
Be positive, enthusiastic, and supportive of others
Project Management Strategies
Assess the culture (Is it supportive, what is the balance of power, what are the stakeholder attitudes)
Identify the goals of the stakeholders and sponsor (Are the goals realistic, attainable, communicated)
Assess our own capabilities and limitations (Are you politically savvy, respected, a good negotiator)
Define the problem (Define goals, risks, relationships)
Develop solutions (Create action plan, determine the right solution for the right time)
Test and refine the solutions (New learnings must be incorporated, replan, retool, rethink)
Wednesday, December 21, 2005
Final thoughts for 2005
- Be a better listener
- Apply the principles of Earned Value to more of my projects
- Begin each project with the end (deliverables) in mind
- Rely less on e-mail and more on face-to-face conversations
- Be a better Project Leader
- Accept the fact that criticism from others is part of the project life cycle
- Be willing to accept failures and use them as learning experiences
- Believe that most people on your project team are doing the best they can do
- Be positive, enthusiastic, and supportive of others
I made good progress towards achieving some of the goals, but I need to work harder on some of the others. The only true measurement of my performance comes from my peers, management, and project stakeholders.
Looking back over 2005 I would sum up the year by saying it was at times frustrating, rewarding, confusing, challenging, but overall worth the time and effort. We probably all can agree that being a good project manager is difficult, however good is not enough. We must be great project managers is we are to be successful. The culture we work in will greatly impact just how good or great we will be, however we are ultimately the ones that determine our own success.
Have a Merry Christmas.
Wednesday, December 14, 2005
Dr. Kerzner's 16 Points to PM Maturity
One of the things I find valuable that Dr. Kerzner created is his "16 Points to Project Management Maturity". They are listed below and discussed in the book mentioned above.
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. Strenghten 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
Until next time...
Stephen F. Seay, PMP