Do you know the difference between objective and subjective language/information? Objective information is precise and uses specific targets or numbers/indicators to help ensure the communication is clear. Subjective language uses unclear or non-specific information with terms like “accurate”, “quick”, “big”, and “best”. We can’t agree to subjective terms because they mean different things to different people.
We obviously want to use objective language whenever we communicate important information. Remember to use the “SMART” test when communicating with your project team (either in writing or verbally):
Specific
Measureable
Attainable
Realistic
Time constrained
Unclear project communications are the fault of the project manager, and can lead to project delays and cost overruns. When communicating with your team, be aware of their listening filters because these will affect how your message is received. Lastly, always ask questions of your team to ensure your message is being received and understood.
Monday, February 08, 2010
Sunday, January 31, 2010
Quality Revisited (again)
Quality is a heavily tested knowledge area on the PMP exam and as such we should all be familiar with the subject.
According to Philip B. Crosby, Quality is “conformance to requirements”. He goes on to state the Four Absolutes of Quality as:
The definition of quality is conformance to requirements
The system of quality is prevention
The performance standard is zero defects
The measurement of quality is the price of nonconformance
Another Quality Guru is Joseph Juran. He states that “Quality is fitness for use”. He also defines something called the Quality Trilogy.
It is composed of:
Quality Improvement
Quality Planning
Quality Control
Juran also goes on to define the “Ten Steps in the Quality Improvement Process”. They are:
Build awareness of the need and opportunity for improvement
Set goals for improvement
Organize to reach the goals
Provide training throughout the organization
Carry out the projects to solve problems
Report progress
Give recognition
Communicate results
Keep score
Maintain momentum by making annual improvement part of the regular systems and processes of the company.
Lastly, we look at what Dr. W. Edwards Deming says about Quality. According to Dr. Deming, Quality is “continuous improvement through reduced variation”.
His five principles are:
The central problem in lack of quality is the failure of management to understand variation
It is management’s responsibility to know whether the problems are in the system or behavior of people
Teamwork should be based upon knowledge, design, and redesign. Constant improvement is management’s responsibility. Most causes of low quality and productivity belong to the system
Train people until they are achieving as much as they can (within the limits of the system)
It is management’s responsibility to give detailed specifications
Do the above statements reflect the situation in your work environment? Is your management engaged in Quality? Are they hands-on, hands-off, or asleep at the switch?
Quality is everyone’s job; however Quality cannot be managed with out the participation of management. I would even be so bold to say that “poor quality equals poor management”.
Tuesday, January 26, 2010
16 Points to PM Maturity
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.
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.