Michael WoodProject Manager / Business Analyst / Business Process Improvement Guru| Independent ContractorGig Harbor, Wa, United States
One lesson that I have learned in over 20 years of leading projects of all shapes and sizes is that simple is better. As a former EVP and a CIO who reported directly to the CEO I found that the more I dazzled them with my PM brilliance, the dimmer my star became. So, select tools that allow you to plan and track all the project complexities you will encounter, yet allow you to report project status simply and without PM jargon.
I suggest using tools that are not tool smart. You might find yourself spending more time with the tool than managing the project. Design your status reporting reports and methods first. Then, work backwards and select the tools that will let you plan, track and report on the project with the least amount of effort. I find that the more we get caught up in the PM tool craze the more we become slaves and not masters of the tool.
Remember tools don't manage a project. They simply provide you the leverage you need to plan and track projects in an efficient manner.
I totally agree. The challenge of a PM is to bridge the daily details of managing the delivery of a product or service to the having an effective communications system to senior management. In my 30 + years in IT and half that in a PM role of various degrees, it is best to follow the KISS approach. In many cases, project reviews to senior management will have a prescribed format and time line. Design charts that are read quickly, and tell the whole story. PM tools used should provide the summary data that is presented. If the senior managers what more detail, be ready to provide at their request. It has been my experience that management wants to know if cost and time lines are on target and informed only of major issues and how they are being resolved. Saving Changes...
Michael WoodProject Manager / Business Analyst / Business Process Improvement Guru| Independent ContractorGig Harbor, Wa, United States
Right on target Jim. Management wants the luxury of digging in when need be. But most the time they want the top view first. Deviations to costs, timeliness, projected ROI and impacting issues are the key elements of a good management status reporting process. If you have to explain it, then the status reporting medium is probably not serving you well. Thanks for the contribution. Saving Changes...
I would add my experience of 35 years to the comments. The only thing certain about an initial project plan is that it is wrong. Whatever beast you create to plan or track must be fed. Don't create a bigger beast than you are willing to feed. You need enough data to know when things are good or bad. You need to be able to react to changes quickly. Two things are VERY key. Be very dedicated to change control. It is OK to change, everything will, but make sure it is documented and everyone knows. That leads to the second point. Make sure your stakeholders are informed. If there are issues, get them involved sooner rather than later. They can fix small things very easily. Saving Changes...
Michael WoodProject Manager / Business Analyst / Business Process Improvement Guru| Independent ContractorGig Harbor, Wa, United States
Well said Dave. Sometimes we old guys have some good insights. :-}} Saving Changes...
Howzit all, In South African Project Management is more generalist than I have experienced it here in Ireland. My SA training slots Project Management as a structured approach to General Management.
The Project Methodologies, Project definition, scoping, Pert / Gantt , CPM and resource management were particularly interesting.
In Ireland Project Management is understandably focused on IT & Software Development. The work break down structures differ accordingly.
As a generalist, I hope to evolve into a project management role that suits IT. I use MS Project and presently coming to grips with Visual Basic6 and C++ to grasp appreciation for the IT development process.
If you have any advice or MS Project templates it would be appreciated.
Gregory HarisiadesTechnical Program Manager| Amazon RoboticsHooksett, Nh, United States
I find this topic very interesting. I have worked mostly in small companies, with little or no defined processes. So, I am always on the hunt for tools that will make my job easier. I happened upon the Software Program Managers Network (http://www.spmn.com). They have a FREE Excel-based product called Project Control Panel. It provides a "dashboard" of your project. If I ever devote the time to figuring it out, I may actually get a chance to use it. Has anyone else used it? How did you figure it out? Saving Changes...
Debbie Clemons, PMPEnterprise Application Project Manager| AvailityJacksonville, Fl, United States
Can any provide me with a program level project tracking template? I've been asked to pull together a complete list of projects which is pretty big in an at a glance template. Something like a dashboard / calendar view. This is to try to avoid collisions of resources. You see they want the reporting that a project management software would provide but do not want to invest in the tools. So here I am doing it the old fashion way. Thanks :) Saving Changes...
Debbie Clemons, PMPEnterprise Application Project Manager| AvailityJacksonville, Fl, United States
Thanks Michael. I'll stick with simple! No time to put together dazzling presentations and manage all the projects on my plate.
My thought for today,
"We have stood still in our software technology in the IS department. Still using the same old tools we used 5 years ago to manage and “try” to track our projects. But look what changes we have made in technology in the world around us. A total of 3 hospitals now up on the EMR along with all the other software implementations we completed. We are like the roofer that has a leaky roof and the shoe maker with children that has no shoes. We may be last but we are not least! "
:>) Saving Changes...
Maya KalachHead of PMO, IT| Middle East AirlinesBeirut, Lebanon
A tool allowing to "plan on all sorts of project complexities while simply reporting " is not quite clear and looks challenging. Not all PM software integrate all schedule/cost/team collaboration functionalities we (PMO/PMs) wish to embrace, and very few as such master this integration. Saving Changes...
