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How To Evaluate Lessons Learned
Categories:
Lessons Learned
Categories: Lessons Learned
| A Guide to the Project Management Body of Knowledge (PMBOK® Guide) is useful both for navigating the fundamentals of project management and for evaluating lessons learned. It can help you determine if you focused on the right things in your project and where you could have improved. Consider each knowledge area of the PMBOK® Guide as you review your project. In the planning stage, for example, let's say you used brainstorming to develop your charter. Was the brainstorming effective? If so, what made it effective and if not, why wasn't it? Address these things in your lessons learned session. Or, think about the risk management tools you used in your project. The PMBOK® Guide highlights such tools as 'The Probability and Impact Matrix' or the 'Data Quality Assessment.' If either was used during your project, in the lessons learned session you could analyze the ratio shown on certain risks or the integrity of the data. Here are three other ways you could apply the PMBOK® Guide principles to your meetings:
Have you used the PMBOK® Guide for lessons learned? How? |
What Are Your Project Management Career Goals?
| People with clear, written goals, accomplish far more in a shorter period of time than people without them could ever imagine. - Brian Tracy, CEO of Bryan Tracy International, a leadership development firm What are your career goals? Have you examined them recently? Do they still make sense given that you or your position may have changed since setting them? Do they still make sense given that the world around you has no doubt changed since you set them? If you're having a hard time deciding what your career goals are, remember this: Every goal you choose should be based on how it will or will not contribute to your career success. I learned from both my own career, and from having spoken to hundreds of people about theirs, that difficulties in setting career goals are almost invariably tied to not having a clear and internally derived definition of career success. Some possible goals you might have, though you will certainly have others to add to this list, include: • Flexibility in your career • Self-employment • Employment (if unemployed or self-employed) • Greater or lesser responsibility • Better clientele • More fun projects • Promotion • Early retirement • Better work-life balance • Skills improvement • A credential or certification Before you set your career goals, think about what constitutes success for you. Does this definition come from you or is it something you got from someone else? Have you documented this definition? Once you know your own definition of success, choosing goals becomes much easier. In my opinion, if you want to achieve greater success in your project management career, these steps can help: 1. Define and understand what success means to you personally 2. Articulate it in writing 3. Identify the goals that will move you closer to success 4. Document your goals so as to activate your Reticular Activating System (RAS) 5. Share them with your network so as to activate its RAS 6. Make a plan to implement your goals 7. Reevaluate your goals periodically 8. Adjust them accordingly 9. Go back to step one In my next post, I'll give some pointers for what to do after you've identified your goals. In the meantime, I would be interested to know what success means to you personally. Which goals would you add to my list of possibilities? Which goals have you identified for yourself? |
How to Manage Multiple Stakeholders on a Program
| Programs are formed by projects with stakeholders from both similar and different backgrounds. Therefore, program managers must be able to work with diverse personalities. For example, Taiwanese fashion designer Sun Hua Chen wanted to get young people interested in the fashion industry. He saw an exhibition by fashion photographer Su Yi Liang, which spurred the idea that a fashion photography exhibition would be a good way to interest upcoming generations in fashion. "The Big Shot Charity Photography Exhibition" first held in 2011, will hopefully become an annual event held at the Fubon Cultural & Educational Foundation in Taiwan. The foundation is known for its work in supporting young people. The end result that first year was 111 designers, photographers and non-profit workers who collaborated to make the exhibition a success. The event raised US$308,200 to support young adults' work in art and design. But reaching that level of success wasn't easy. For starters, Mr. Chen found it challenging to get the foundation to understand his vision, mainly because of the vast difference between the fashion industry and charity work. To secure buy-in, he presented a benefits realization plan in a way that the foundation would understand. They translated the potential effect of the fashion event into how much money could be raised, which would in turn benefit the foundation's stakeholders. The stakeholders also had different concerns based on their interests. On one hand, there were artists and designers seeking perfection and impact. On the other, there were volunteers and professionals seeking efficiency and effectiveness through non-profit. However, both groups understood that they needed each other's strengths to make the event a success. In this case, that meant utilizing one group's creativity and the other's business sense. It was the eventual synergy of both groups that resulted in the event becoming an annual success. How have you managed a large, complicated program successfully? Do you have any tips for managing multiple stakeholders? |
Lessons Learned from PMI® Global Congress 2012--North America
| After the 9/11 terrorist attacks on New York, New York, USA, architect and planner Frederic Schwartz set out to rebuild lower Manhattan, one project at a time. Each proposed project pulled in 50 city departments -- an astronomical number of stakeholders. And having gone "mano a mano" with then-Mayor Rudy Giuliani, Mr. Schwartz told Congress attendees to always "believe in yourself and never stand down." He worked that same brand of stakeholder management in New Orleans, Louisiana, USA, after Hurricane Katrina flooded 80 percent of the city in August 2005. With US$14.5 billion for levee repairs and another US$8.5 billion for home revamps, Mr. Schwartz headed projects to rebuild 21 historic areas, 9,000 acres (3,642 hectares) and 1 million homes. And in that process, he learned the value of reaching out to the local community. Along with door-to-door research, his team held 200 district meetings in churches and politicians' homes. Mr. Schwartz also pulled in local architects, engineers and historians. "We could not have moved forward without local experts," he says. Also at Congress, four leaders in the profession discussed the state of women in project management. Moderated by Immediate PMI Board of Directors Past Chair Beth Partleton, PMP, the panel included Leigh Stevens of Microsoft; Teresa A. Knudson, PMP, of Mayo Clinic; and Eleanor Silverman, PhD, of NASA. The comprehensive panel discussion covered a range of topics, including a new take on the triple constraint: work, home and family. There's no question of the value that female project managers bring to projects. It's just good business. "A diverse workforce is a business imperative -- 83 percent of consumer decisions are made by women, yet 90 percent of tech products are developed by men," said Ms. Stevens. For women looking for an edge in what remains a male-dominated profession, Ms. Knudson recommended training. "Education is one of the best ways to find a trap door up and around the glass ceiling," says Ms. Knudson. "And it is something women have within their control." The panelists agreed that developing trust among team members -- regardless of gender -- helps overcome project challenges. "In the best project I've worked on, there was respect, and there was trust," says Ms. Stevens. "For me as a leader, being able to create that environment where you feel like people have got your back is key." |
Which Leadership Style Fits Your Personality?
| Don't try to be like Warren Buffett if you're more Sir Richard
Branson, said best-selling author Marcus Buckingham in a
thought-provoking keynote address at the PMI® Global Congress 2012 --
North America. Project professionals in
leadership positions must let their personal strengths shape their
unique style of management. For example, Sir Branson, head of British
conglomerate Virgin, is a public figure, championing his brand. Warren
Buffett, head of U.S. financial firm Berkshire Hathaway, is more of a
behind-the-scenes leader. "One leader's
techniques are not transferable to another," says Mr. Buckingham. "What
looks authentic with one leader looks foolish with another. People
follow your authenticity. Only try techniques that fit you." He identified nine types of leaders: 1. Advisers are invigorated by the challenge of solving others' problems. 2. Connectors align the most-qualified team members with the appropriate problem. 3. Creators ask, "What do I understand about the challenge ahead?" 4. Equalizers are driven by commitments and ask, "What is the right thing to do?" 5. Influencers inspire team members to action. 6. Pioneers boldly explore uncharted territory and look for ways to do things differently. 7. Providers are concerned with team members' well-being first and foremost. 8. Stimulators raise the team's energy level. 9. Teachers are in a constant state of development, always looking to learn. In
today's world, nearly everything is customized to the individual. For
proof, Mr. Buckingham pointed to social media juggernaut Facebook. At
every login, its more than 1 billion users magically receive ads fit for
their personalities. Leadership development is just as unique. So, what kind of leader are you? Read more posts from Congress. |