Project Management

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Project Monitoring

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Anonymous
Which do you think is the best thing to do?

To monitor the development team as frequent as possible so that risks can be identified right away (which may cause a lot of stress to the team that I am monitoring) or monitor the team on a regulated manner like once or twice a week (which may cause a delay in indentifying project risks and the team might not be that effective in producing its daily output)?
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Alain Castonguay MBA PMP Repentigny, Quebec, Canada
I tend to say that it depends on the maturity of your team. A more "junior" team might require a more rigourous and frequent monitoring. Done properly the monitoring activities can be very constructive and help your team to learn and develop its potential. With a more "senior" team in place normally monitoring will be accepted and even risk identification will come to you as they arise. The type of monitoring has to be adapted to the maturity level of the team. Therefore, two variables I like to take into account for adapting my level of monitoring are 1) experience and 2) motiviation. An experienced and motivated team does not need a heavy monitoring process. A non-motivated and non-experienced team will require a more "directive" monitoring.
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Frank Patrick Boonton, Nj, United States

Both, although I would replace intensive monitoring with a minimalist view of reporting.

Daily reporting by resources of estimated time to completion of the task in question is valuable in highlighting changes that come up in its execution and requires minimal effort -- one number entered at the end of the day.

Regular (weekly at minimum) of the cumulative effect of the new estimates to complete and their impact on buffer consumption (when managing with Critical Chain Schedules and Buffer Management) or impact on whatever aspect of your non-CC schedule will tell you whether trouble is in the wings.

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