Tuesday, July 27, 2010
Thursday, July 15, 2010
Wow Projects Revisited
As many of you may know from my previous blog entries I really like Tom Peters. Tom has so much energy and passion, and additionally, he has some great ideas regarding reinventing work. In my opinion, his ideas around Project Management are revolutionary, bleeding-edge, and way out in front of what is considered the "norm". Recently while reviewing his website I found myself reading about what Tom calls "WOW! Projects". If you have a moment, take the time to read what Tom has to say about WOW! Projects.
To reflect a bit, as I look back over my career I do not think I have ever worked on a WOW! Project, and in hindsight that is a disappointment. As a Project Manager, I struggle every day trying to manage my projects to a "successful" conclusion. Over the course of my career how a project's success is measured has many times been a moving target. Stakeholders and the project sponsor change their minds in the middle of the project regarding what they want and the ensuing scope changes cause the project success measurement bar to move.
While the project manager is responsible for project success, the project sponsor can influence project success when they allow stakeholders to have more influence over the scope of the project than the project manager does. While this does not happen on every one of my projects, a lesson to be learned is that I must be vigilant regarding stakeholder management.
In my opinion WOW! Projects require a strong executive sponsor and a well-oiled projectized organization (in addition to many other things) that is not opposed to taking risks. In addition WOW! Project stakeholders must be committed to supporting the following goals of a WOW! Project.
A WOW! Project's Goals are:
To reflect a bit, as I look back over my career I do not think I have ever worked on a WOW! Project, and in hindsight that is a disappointment. As a Project Manager, I struggle every day trying to manage my projects to a "successful" conclusion. Over the course of my career how a project's success is measured has many times been a moving target. Stakeholders and the project sponsor change their minds in the middle of the project regarding what they want and the ensuing scope changes cause the project success measurement bar to move.
While the project manager is responsible for project success, the project sponsor can influence project success when they allow stakeholders to have more influence over the scope of the project than the project manager does. While this does not happen on every one of my projects, a lesson to be learned is that I must be vigilant regarding stakeholder management.
In my opinion WOW! Projects require a strong executive sponsor and a well-oiled projectized organization (in addition to many other things) that is not opposed to taking risks. In addition WOW! Project stakeholders must be committed to supporting the following goals of a WOW! Project.
A WOW! Project's Goals are:
An enhanced "customer experience" (internal and external)
Dramatically increased sales
Sharply reduced costs
Improved operating margins
Accelerated leadership and talent development
Innovative solutions to wide-ranging issues
Improved employee morale and job satisfaction
Accelerated post-merger integration
Enhanced stakeholder and community involvement
Cultural transformation
Your thoughts?
Check out Tom Peter's latest book. You won't be disappointed!
Monday, June 28, 2010
Be For Something!
From the awesome book -"Rules of Thumb" (Alan M. Webber)
"In general, it’s a good idea to learn to speak economics, if you can’t already. That’s because people on both sides of a fight respect the dollars and cents of an issue. Proving that your solution is less expensive and works better makes your moral arguments all the more compelling. ... it’s not enough to be against something that’s bad — you’ve got to be for something that’s better."
I am for taking a vacation. See you in a couple weeks.
"In general, it’s a good idea to learn to speak economics, if you can’t already. That’s because people on both sides of a fight respect the dollars and cents of an issue. Proving that your solution is less expensive and works better makes your moral arguments all the more compelling. ... it’s not enough to be against something that’s bad — you’ve got to be for something that’s better."
I am for taking a vacation. See you in a couple weeks.
Monday, June 21, 2010
Does your Your Project Management Organization Measure Up?
Previous research has concluded that there are several factors that lead an organzation to be great at project management. The top ones are:
A Formal Project Management Structure
Defined Repeatable Processes
Executive Involvement in Project Management
Project Management Tools
Experienced Wise Project Managers (Knowledge + Experience = Wisdom)
How does your organization measure up?
A Formal Project Management Structure
Defined Repeatable Processes
Executive Involvement in Project Management
Project Management Tools
How does your organization measure up?
Wednesday, June 16, 2010
New Project Checklist for Project Sponsors
Identify the participants and their roles
Identify potential project team members as well as the major stakeholders. Keep in mind the project manager should have the final say as to the project core team members.
Assign an experienced project manager early
I recently changed jobs and haven't taken the time to post to this blog. To all the people that visit here and support this blog, thank you. I will be posting more often in the future.
This Project Manager will make or break a project. Be sure the individual has the expertise to manage the project and works well with others. Don't hesitate to look at outside sources if a qualified project manager isn't available internally.
Assess the qualifications and experience of the project team members
Along with the project manager, initially assess the experience and character of potential team members. Keep in mind the importance of well-rounded team players, and their ability to work well with others.
Complete a high-level charter
A preliminary project charter with major milestones and project objectives should always be completed by the sponsor. After the charter is apporved and issued the sponsor can work with the project manager to identify some of the key tasks for each milestone. It is understood that this initial "plan" is only preliminary, and will be refined over time by the project manager as he works with the team.
Ensure an issues tracking system is put in place
Ensure the project manager develops a method to track all issues and their resolutions.
Ensure there are regular project progress meetings
Work with the project manager to ensure that regular status meetings are held with key stakeholders, the sponsor, and core project team members.
Setup a regular schedule for status reporting. Establish the criteria for regular status reports and the information they should contain.
Conduct a project kickoff meeting
Officially start the project with a meeting of all project stakeholders. The project manager and project team should be introduced, the milestones reviewed with estimated completion dates (dates at this point are just guesses), and expectations as to the level of participation and responsibility.
Identify potential project team members as well as the major stakeholders. Keep in mind the project manager should have the final say as to the project core team members.
Assign an experienced project manager early
I recently changed jobs and haven't taken the time to post to this blog. To all the people that visit here and support this blog, thank you. I will be posting more often in the future.
This Project Manager will make or break a project. Be sure the individual has the expertise to manage the project and works well with others. Don't hesitate to look at outside sources if a qualified project manager isn't available internally.
Assess the qualifications and experience of the project team members
Along with the project manager, initially assess the experience and character of potential team members. Keep in mind the importance of well-rounded team players, and their ability to work well with others.
Complete a high-level charter
A preliminary project charter with major milestones and project objectives should always be completed by the sponsor. After the charter is apporved and issued the sponsor can work with the project manager to identify some of the key tasks for each milestone. It is understood that this initial "plan" is only preliminary, and will be refined over time by the project manager as he works with the team.
Ensure an issues tracking system is put in place
Ensure the project manager develops a method to track all issues and their resolutions.
Ensure there are regular project progress meetings
Work with the project manager to ensure that regular status meetings are held with key stakeholders, the sponsor, and core project team members.
Setup a regular schedule for status reporting. Establish the criteria for regular status reports and the information they should contain.
Conduct a project kickoff meeting
Officially start the project with a meeting of all project stakeholders. The project manager and project team should be introduced, the milestones reviewed with estimated completion dates (dates at this point are just guesses), and expectations as to the level of participation and responsibility.
Sunday, June 06, 2010
History Can Teach Us!
Have you heard the old quote by philosopher and poet George Santayana that states, "Those who cannot remember the past are condemned to repeat it"? In project management, we need to remember that historical data is our best friend when planning new projects. Do not forget when doing your planning to use empirical data from past projects. This data can help to reduce negative risk and increase your odds for project success.
Other information to review when planning new projects:
Review your companies past project files for information about past resource estimates, lessons learned, budget data, risks, assumptions, etc...
Conduct interviews with select project team members from past projects to understand what went right and what went wrong.
Interview stakeholders and other project managers for lessons learned from their past projects.
Do searches on the Internet about similar projects to gather information which might assist in planning your project.
Most importantly, use Risk Management during the planning cycle to identify issues that could cost you big later on.
Finally, do not fall victim to the project manager's curse of not learning from the past. Remember the old saying, "Those who cannot remember the past are condemned to repeat it"
Review your companies past project files for information about past resource estimates, lessons learned, budget data, risks, assumptions, etc...
Conduct interviews with select project team members from past projects to understand what went right and what went wrong.
Interview stakeholders and other project managers for lessons learned from their past projects.
Do searches on the Internet about similar projects to gather information which might assist in planning your project.
Most importantly, use Risk Management during the planning cycle to identify issues that could cost you big later on.
Finally, do not fall victim to the project manager's curse of not learning from the past. Remember the old saying, "Those who cannot remember the past are condemned to repeat it"