A PMBOK® Guide for the Trenches
| When you are introduced into a project environment, with a team who has never used project management and knows little of it, what is going to help most? Is A Guide to the Project Management Body of Knowledge (PMBOK® Guide) too airy and sophisticated? Put another way, if you find yourself in a World War I-era trench, which would you rather have: the operator's manual on your howitzer or The Art of War by Sun Tzu? Over my next few posts, I want to introduce my own version of the PMBOK® Guide, unencumbered by peer review (or even consistency). It will give me a chance to cut through some of the academic cobwebs that may have set into our practices, and illuminate recent issues and problems. We'll start with scope. Scope: (noun) the output or outcome for which your customer is willing to pay. You've probably already recognized that, by this definition, the customer can't request anything out of scope, since what they desire is, by definition, in scope. And you would be correct. So, if you don't want to find yourself in a situation where your (paying) customer is asking for more than you were originally willing to produce for a certain price, you had better have a very detailed agreement--otherwise, that most deadly of project ruination elements, scope creep, will devastate you, your team, your organization and your project. Here's further proof that my definition for scope is correct: If your customer wants to add work to your project and will to pay for it, what project manager would refuse to do it on the grounds that it wasn't in the original statement of work? No matter how absurdly the original work breakdown structure (WBS) was set up, if a person with sufficient organizational clout generated it, it can never be substantially changed. In fact, the very act of pointing out that a proposed WBS element is inappropriate is a serious career-limiting move, since everyone knows that the ability to create a valid WBS is the litmus test for real project managers and pretenders. I've found that the pretenders will attack any challenge with a ferocity rooted in their insecurity. Yes, it all begins with scope, but it obviously doesn't end there. Next up: schedule. |
Pick Your Commitments
| When we work on a project, we commit to tasks that work toward the grand result. You have these tasks because at some point in time in the past you have committed yourself to doing them. Taking on many commitments can make you feel powerful at times, but not delivering on the expected result is a total loss of that power. Here are some tips for managing your commitments: 1. Get really clear on the particular project requirements and what role you play. 2. Clear your plate of any commitments that do not contribute to the project's end goal. 3.Commit to your role within the project. 4. Commit to the number one task: always delivering on your commitment. 5. Ask yourself daily: What did I commit to doing today? Am I in a position to deliver on those commitments? It's best to break a commitment ahead of time--leaving you free to execute exactly what you need to be doing. How do you manage to commit only to what you know you need to achieve? In the future I will discuss more about how to break commitments not in line with your goals. |
Is This Your Project Stakeholder?
Categories:
Leadership
Categories: Leadership
| Imagine for a moment your organization has decided on a major restructure, and as a consequence has initiated a change-management process and appointed a change manager. The change manager develops the business case for a major program of work. The executives responsible for the organization's portfolio management approve the business case and agree to fund and resource the program. The program manager sets up the program management team, establishes the program management office and charters a series of projects to develop the various deliverables needed to implement the change. And you have been appointed project manager for one of the projects. In this situation, your life as a project manager would be fairly straightforward; you have direct-line management responsibility to the program manager, and the change manager is your project sponsor. The program management office looks after most of the issues of sourcing adequate funds and resources. All you have to do is deliver the project's outputs as defined in the project charter. However, part of your project ideally needs the cooperative input from a group of people who will be significantly disadvantaged by the overall reorganization. This group is led by a 20-year veteran of the organization, whom we will call Mary. At the moment, Mary's loyalties are divided--at one level she wants what's best for the organization she has worked for all her life, but she also wants to preserve her team and keep the status quo. Fortunately, you have enough domain knowledge in your team to bypass her input and produce the deliverables anyway. So what should you do? Option one is to work to get Mary and her team's input--if not their positive cooperation--but risk delaying your project's completion and overspending the budget. Option two is to use the knowledge you already have in the team to produce the deliverable and bypass the problem, thereby ensuring on-time and on-budget delivery. This option also minimizes the chance of Mary interfering in the overall work of the project and program. What would be your recommendation to the program manager? Option one, two or something different? Post your thoughts in the "comments" section and we shall draw some conclusions in my next post. |
What Every Entrepreneur Needs to Know
| My CEO always told me that to be a good project manager, you must be an entrepreneur. I took that seriously and started my own part-time business. And I discovered that to be a good entrepreneur requires a lot of project management experience. For instance, project management skills help me efficiently manage and track my resources. I don't spend more than one or two hours a day on my business, but I have clear visibility about the inventory, orders and payments. the salespeople input their data in a custom-made Excel tool and I get a daily summary report. I also rely on my project management skills for handling vendors and suppliers. They do not over-commit, but rather rely on a well-defined scope of work and regular follow-ups for tracking. As a result, the vendors feel more pressure because if there's a delay, they know I will notice and get in touch with their superiors. Even a small business requires project management skills and if the entrepreneur is a Project Management Professional (PMP)® he or she will rock the market. Have you started your own business? Please share your experience. |
Acknowledgment Isn't Just for Teams
| I always have plenty to say about acknowledgment, but in this post, I'm going to let you draw your own conclusions from portions of a letter I received from W. Pond, PMP. During my session on acknowledgment at the PMI® Global Congress 2009--North America, Mr. Pond says he found his mind turning to his first mentor, Tom: "The two of us met in the hospital; patients with similar diagnoses. Tom would complete treatments two weeks prior to me. As a result he would prepare me for what to expect and the lessons he learned to make things more bearable for myself. [We stayed connected during our recovery] and found ourselves taking many walks together and when one or both of us was too tired we would sit [and talk in] front of the fire. Tom later offered me a position with his [telecommunications company]. He [taught] me more about business, management, operations and ethics than any university. I have been in so much debt to him and my personal appreciation was given in a conversation where only a verbal thank you was provided. During the session, as suggested, I drafted a letter of acknowledgment to my mentor: Dear Tom: Death comes to all of us faster than we all expect, as we both know. You and I have been through more than we would like. I wanted to thank you for all that you have done for me. You sacrificed so much even in your time of need. You embraced and assisted me despite your own family and financial responsibilities. I need you to know that all of my professional and personal successes can be attributed to your influence. Memories of our walks and conversations by the fire about life and the meaning of being a man will always be treasured. You were twice my age and my best friend. Thank you for listening and providing comfort even in your own pain and anxiety. Thank you for hiring me and giving me the chance to find my own niche. This has been so long in coming. I apologize for not sharing my utmost appreciation years ago. Now, as I hold my wife, I recognize the things she loves in me were given to me by you. You have given so much of yourself without asking for anything in return. For these things, I wanted to thank you. For these reasons, I love you. It took a while to find Tom. We had a phone conversation discussing our lives since the hospital. I sent my letter acknowledging his role in my life. Since that time I have felt a closeness to Tom once again. Sending this out has provided me a clear conscience and a renewed friendship. While I continue in my role as a project manager, husband and father, I hope to acknowledge those in my life in a timely manner. If you're wondering whether or not to acknowledge someone, take it from me, do it. Do it now, today." Thank you Mr. Pond for being a demonstration of the living, breathing power of acknowledgment. You moved everyone in our session deeply with your story--leaving many of us in tears. You cannot begin to know how far the ripples of your story will be felt and acted upon. |
