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Project Management View from Rail Transit Programs and Projects
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Project Management View from Rail Transit Programs and Projects
by Henry Hattenrath
A collection of articles sharing project processes, design and construction experience, best practices, and lessons learned along with operational knowledge related to executing programs and projects in the rail transit industry.
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Date
| From other discussions in November 6, 2016, my Project Management .com colleagues provided constructive feedback on best practices centered on communications. The feedback, paraphrased below, was in response to best practices for project/progress meetings and they reflected a focus on expectations for project team member performance.
If they stay silent at the meetings, they don’t need to be there.
We don’t need another checklist, we need a list of good skills and examples.
Project performance can be measured by various project metrics. But the realization of the project is dependent on the Project Manager (PM) and the project team working to achieve the project goals. Whether assigned or selected specifically by the PM, team members need to understand, buy into, and commit to striving to meeting the expectations of the PM, other team members and program management. Depending on the organization, the PM's expectations may need to be balanced with functional managers, who may have their own expectations for the team members with dual project and operational roles and responsibilities.
Prompted by the feedback, here are some good practices for project team members:
• Commit to the Project, the Project Charter and the Project Management Plan
• Demonstrate core values and competence for your assigned role and responsibilities
• Lead by example and develop a positive reputation centered on teamwork and professionalism
• Acquire and share knowledge on the business of the group you represent
• Attend, be prepared to report progress, and contribute at all meetings
• Undertake and follow-up on action items assigned from meetings or other project team requests
• Communicate proactively during and in between scheduled meetings, and coach less experienced team members
• Update your supervisor on project progress and share project documents within your organizational silo
• Provide timely feedback and comments as requested on submittals and deliverables
• Take responsibility for actions, deliverables and decisions assigned to the group you represent
• Send updates to the project team for meetings you are unable to attend
• Thoroughly review all correspondence before sending replies
Practices to avoid:
• Arriving late to meetings
• Going off-topic at meetings
• Failing to respond to requests by due dates
• Ignoring voice mails from team members
• Sending replies to Emails with “Sent by IPhone”
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Posted on: January 06, 2018 10:28 AM
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