Wagner MeanaProject Manager| Istmo Tecnologia / ClaroSão Paulo, São Paulo, Brazil
While planning, a project may contain a very high level of uncertainty, increasing the number of unplanned activities. As a reform in an old house. Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
Jan 02, 2017 1:47 PM
Replying to Mayte Mata Sivera
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Nor do I, Sergio challenges us all with his answers. Thank you Sergio
You are welcome Maria. I spend my time in this site because I learn a lot from you, Markus and all people answers. Regards. Saving Changes...
Wagner MeanaProject Manager| Istmo Tecnologia / ClaroSão Paulo, São Paulo, Brazil
Jan 02, 2017 1:47 PM
Replying to Mayte Mata Sivera
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Nor do I, Sergio challenges us all with his answers. Thank you Sergio
Dear Sergio Maria, I recently started to participate in the discussion groups of this site, I see that you are very active and I share the same opinion, we learned a lot, Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
Jan 02, 2017 1:47 PM
Replying to Mayte Mata Sivera
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Nor do I, Sergio challenges us all with his answers. Thank you Sergio
Wager: I spend my time (extra time) in this site and linkeding (no other place) because I found that the interaction with other people helps me a lot to improve myself. Regards.
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1 reply by Vincent Guerard
Jan 03, 2017 3:31 PM
Vincent Guerard
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Thanks Sergio, your answers are always to the point and instructive.
Your contributions and those of many others justify putting time here.
It's better to analyze the unplanned activities, bring these to notice of stakeholders ASAP, and buy some time, to avoid confusion at later stage. Saving Changes...
Wager: I spend my time (extra time) in this site and linkeding (no other place) because I found that the interaction with other people helps me a lot to improve myself. Regards.
Thanks Sergio, your answers are always to the point and instructive.
Your contributions and those of many others justify putting time here. Saving Changes...
Wagner:
Just a question; if you are in the planning phase or execution phase; have you already started executing some tasks that you didn't identify in the planning phase? Just a point of clarification; it's quite concerning that many organizations want to start building a solution without spending the time to plan, flush out issues, risk and contingencies and get buyin from stakeholders. What is the saying; there is never enough time to plan but always enough time to do things over and over and over again.
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1 reply by Wagner Meana
Jan 03, 2017 7:06 PM
Wagner Meana
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Naomi,
That's exactly the point, there is no an efficient planning, and in the most recent case, the mean point was the lack of system.
My first reaction to the question, was more why are we there.
Some company would have a peers comities to review estimate before they are released. The comity will insure key task are there and an inform contingency is in place according to benchmark.
Depending on the project being internal or external the approche could be different. Saving Changes...
Andy KaufmanHost| People and Projects PodcastLake Zurich, Il, United States
Here's a lesson I've learned the hard way.... There are always surprises--that's why we progressively elaborate through our plans. But when many, many missing tasks are discovered later in the project, it's usually because of one of these:
* My assumptions were overly optimistic.
* I didn't sufficiently involve the stakeholders and get their buy-in with the scope.
* I didn't involve enough people in the risk identification, analysis, and response planning.
A subtle point I'm making is that when there are a lot of changes, my preference is to blame others (you know, those idiots in Marketing!). :) But I am continually better served when I take responsibility for my project, which can motivate me to better vet my assumptions, involve others to get buy-in, and get a more realistic view and plan for risks.
By the way, this taking radical personal responsibility lesson is reinforced in a helpful way in this interview with Dan Rust, author of Workplace Poker:
http://PeopleAndProjectsPodcast.com/154
Dan's book is about office politics, not project management. But it's amazing how much the management of projects is influenced by politics in the office. Saving Changes...
Wagner MeanaProject Manager| Istmo Tecnologia / ClaroSão Paulo, São Paulo, Brazil
Jan 03, 2017 3:37 PM
Replying to Naomi Caietti
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Wagner:
Just a question; if you are in the planning phase or execution phase; have you already started executing some tasks that you didn't identify in the planning phase? Just a point of clarification; it's quite concerning that many organizations want to start building a solution without spending the time to plan, flush out issues, risk and contingencies and get buyin from stakeholders. What is the saying; there is never enough time to plan but always enough time to do things over and over and over again.
Naomi,
That's exactly the point, there is no an efficient planning, and in the most recent case, the mean point was the lack of system.
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1 reply by Naomi Caietti
Jan 03, 2017 11:30 PM
Naomi Caietti
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Wagner:
This is not a project; it's a firedrill! Really, are you asking us for help or just tossing out a question for discussion?
1. If this is a real situation; you must immediately go to the sponsor (do you have one) or owner of the project and highly recommend the project to be suspended for a week or two and identify a business case, requirements and a retrospective with your core team to rebaseline your project charter, scope, schedule and resources. Your sponsor must sign off on the charter and then you are ready to begin.
2. If this is not a real situation; it certainly is not what PM would want to walk into, be assigned to or be hired for; there will no be success in this effort and will may be a career limiting opportunity. This is an example of what you don't want to see happen; your success for any project start with starting with the end in mind.
Naomi,
That's exactly the point, there is no an efficient planning, and in the most recent case, the mean point was the lack of system.
Wagner:
This is not a project; it's a firedrill! Really, are you asking us for help or just tossing out a question for discussion?
1. If this is a real situation; you must immediately go to the sponsor (do you have one) or owner of the project and highly recommend the project to be suspended for a week or two and identify a business case, requirements and a retrospective with your core team to rebaseline your project charter, scope, schedule and resources. Your sponsor must sign off on the charter and then you are ready to begin.
2. If this is not a real situation; it certainly is not what PM would want to walk into, be assigned to or be hired for; there will no be success in this effort and will may be a career limiting opportunity. This is an example of what you don't want to see happen; your success for any project start with starting with the end in mind.
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1 reply by Wagner Meana
Jan 04, 2017 5:12 AM
Wagner Meana
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Naomi,
Thanks for your reply.
This is a question for discussion, but i had this case in the project that I´m working now. The main point was the IT Team didn´s know how was the real situation of the systems ( the project is upgrade this IT system).
I worked in this situation stabilishing a rigorous change control and show to the sponsor and all the team the impacts of each activit that was included in the project.
It was a hard work, but it´s worked well.
