Guessing is not a strategy: How to build decision velocity with AI and real-time data
June 10, 2026 | Live Webinar
Do You Schedule Time to Stay on Top of Project Plans?
Categories:
Scheduling
Categories: Scheduling
| Scheduling time to execute your work is one thing. But project managers should also schedule time for scheduling. Setting aside a block of time each week lets you review your project plan, timelines and pre-requisites. It also lets you gauge whether you're still on track with deliverables and if you must make any necessary tweaks to your plan. I review all of the planned activities at least a week out and make sure everything is aligned to execute those activities. I recommend creating a two-month view of the project, no matter what the size. With that in place, it's a matter of confirming that you're still on target. At the end of each day, schedule an additional 15 to 20 minutes to look at the next day's schedule. I make sure all the meetings and activities that my team is managing are well-planned, scheduled and confirmed. It may seem tedious but spending time on scheduling will help ensure you stay on top of your plan and know that it's on track. Do you schedule time for your planning? Is it worth it? |
Is Crowdsourcing Most Effective in Doses?
Categories:
Nontraditional Project Management
Categories: Nontraditional Project Management
| In my previous post about whether crowdsourcing was worthy of all the exposure and hype, I asked for people's opinions. Well, you certainly responded, not only in comments on the blog but also through emails and on Twitter. Your responses were very helpful and well-thought-out. After reading your feedback and doing some research, I came to the conclusion that crowdsourcing can be a very effective tool. But only if it's used for a well-defined, focused portion of a project. Crowdsourcing generally works best when you need a sampling of input from a large population. This can include activities such as requirements gathering, securing non-rights-protected content or a resource donation (such as computer bandwidth). Some mentioned software testing as a crowdsourcing activity. In this case, it's no different than what companies have always done when their products go "alpha" and "beta." People are simply slapping a new label on an old activity. In any crowdsourcing scenario, the activities must be considered voluntary. There must be no compensation or contracts. And project participants must have a clear understanding that any contributions - tangible or intangible - are the property of the entity soliciting the input. My rule regarding compensation for work could potentially be broken through a contest approach such as the Netflix Prize project, which focused on algorithms to enhance the company's ratings system. But activities like these would have to be tightly managed. Are you or your company evaluating whether or not to foray into crowdsourcing? What types of projects will you use the activity for? |
Tracking Burn-down Progress
| Agile teams often rely on burn-down charts to show how much work remains in each two-week sprint. The starting point represents the total work to be done and ends at zero when it's finished. There's no detailed plan of how much work is done each day -- teams just draw a line from start to finish. But two problems can arise: 1. Teams get used to collecting data, but forget to interpret and take action on it. 2. Executives may look at the graph and become concerned if the actual numbers don't track precisely to the projected line. So how do you know when to be concerned versus when the numbers are varying normally? An average of 20 percent variance is a good rule of thumb. Anything less is a false alarm. Anything more demands attention. Here are some models I've created of possible scenarios, but in reality, progress is more of a wandering curve. The vertical axis shows how many hours are left and the horizontal axis shows how many days are left. The straight blue line represents the planned amount of work left each day in hours, while the red line shows the actual hours left. Case 1: Under the line The team consistently finished more work than expected. Does this represent an error in estimation or natural variance in the system? Case 2: Above the line -- but okay The team is running behind, but is close enough that it will still complete the work for the iteration. Case 3: Above the line -- in trouble The team is so far behind, it must stop and take action to address the problems or re-plan the work. This progress line is a powerful warning signal. How do you use burn-down charts? |
Creating the Right Atmosphere for Teams to Succeed
| Whether I'm the project manager or a team member, I am completely in control of the way in which I interact with people on my team. I regard my team members as powerful individuals, regardless of their knowledge, experience or personality. With this as the context for my interactions, they can achieve results, complete work on time, support their teammates and share their knowledge. To foster this kind of environment, I ground myself in the project goal. I determine what's required to achieve results efficiently and with great collaborative effort. Then I translate that to find a way I can help the team by being supportive, open, connected, appreciative, or being someone who consistently celebrates the success of others. Have you worked with someone closely and over time, and found you could support each other and contribute to each other's work, without doubts, worries or concerns? That's what happens when I create an environment that allows me to be with people that way right from the start. How do you elevate your team to the next level of performance? |
Using Expert Stakeholders Wisely
Categories:
Stakeholder Management
Categories: Stakeholder Management
| One group of stakeholders whose input is critical to most projects are experts -- subject matter experts, risk experts, quality experts. Project managers must know how to make effective use of these experts' knowledge. The advantage of using an expert is of course his or her depth of knowledge. But not all experts are created equal and too many people simply accept an expert's views as a profound truth. Project managers may misunderstand the expert's area of expertise, for example. Or they fail to grasp the danger of 'group think,' which is a version of common sense held by a particular group of experts. Instead, project managers need to be more engaged and understand the basis of the expert's opinion. What makes sense to the expert may not make sense to you or may not be the optimum solution to your problem. One technique you can use to make sure the expertise is useful and applied effectively is asking the expert to explain his or her ideas in simple language. Then dig into the assumptions, evidence and methodology used to reach his or her opinion. It also helps if you can make space for managed dissent. Allowing divergent views opens up alternatives that may allow new insights into the problem. By combining different ideas with more traditional tactics, you're likely to generate a wider range of options. And that often leads to a better solution than simply accepting a single expert opinion. Experts confident in their knowledge are unlikely to be challenged by this approach. Instead, they will use the opportunity to learn new things and enhance their expertise. How do you make use of an expert stakeholder's knowledge? |