Clarity: A Terrible Thing to Waste

Joe Wynne is a versatile Project Manager experienced in delivering medium-scope projects in large organizations that improve workforce performance and business processes. He has a proven track record of delivering effective, technology-savvy solutions in a variety of industries and a unique combination of strengths in both process management and workforce management.

  Communications Management   Risk Management   Schedule Management   Scheduling   Talent Management  

Somewhere out in Project Fantasy Land, there is a project manager who is working on one single project. The workforce for this one single project is 100 percent committed: No one works on any other project or is distracted by other organizational initiatives.

Your situation may differ. In fact, if you are like most of those we interact with on gantthead, you have to negotiate multiple projects or share scarce resources with competing projects (or both). Given changing deadlines and priorities, how is it possible to maintain all project work teams’ efforts on the most important and urgent work each week? There are also new organizational initiatives or industry events to keep in mind, along with the need to construct routine maintenance and/or process improvement. How do you help teams understand the context of their work within multiple projects? Which tasks should be worked on in any given week? How do you respond to changes quickly and effectively with few issues?

The tactic you use must make response to change routine, so it should be easily incorporated into routine meetings. It should provide team members with a clear grasp on the current relationship between workstreams and enable efficient response to changes in priorities. An example will illustrate how this can work. The example will use a simplified version of a specialized agenda/planner, which you …

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