Hello Sante,
I would like to throw some more insight on how we do in risks?
With Regards Saving Changes...
Drake SettsuProject Manager / BloggerHi, United States
Jan 05, 2018 9:59 PM
Replying to Drake Settsu
...
Good input from the group.
Peter mentioned visible board. Use a Kanban board to track your issues. It opens your eyes when you visualize the issues.
Hi Tapadhir,
I use MS Excel to create my Kanban Board. I keep it simple.
1) Create a master template with a To Do column, In Progress column, and Done column.
Make as many columns as you see the need to track the progress to resolve the issue.
2) Create a tab for the issue dates so you can organize the issues by dates.
3) Put the spreadsheet in Sharepoint or a shared network drive so the team can update it.
Once you create your spreadsheet you will see the value in it. You will end up customizing it to your needs once you see it in action. Saving Changes...
Hello Ismail,
Thanks for your valuable inputs.
Kindly provide more insight on following things -
(A) Mitigation plan and how to adopt best strategic mitigation plan
(B) Scrum Meetings, which will resolve the issues immediately
With Regards
Hi Tapadhir,
Here answering your question below :
(A) Mitigation plan and how to adopt best strategic mitigation plan
There are so many ways to perform the mitigation exercise and plan but its solely based on the category of the issue that I've mentioned in my earlier post. The strategic mitigation plan should be coming from your project schedule. I believe critical thinking, assumptions and visualize the project future outcome and your final WBS can lead you in better way to provide each mitigation plan for each activity stipulated in your schedule. Its not only apply for issue management, but its good for risks profiling for the overall project. There is no project 100% perfect but its depending on how you manage the project until its completion, get the acceptance and sign off the project in the closure phase. In between to success, the project shall not be a perfect sailing.
(B) Scrum Meetings, which will resolve the issues immediately
I can call this meeting as a micro manage approach. We are forcing people to attend the daily morning meeting to update their tasks status. Sometimes, when the issues its only within the project team, it can be resolved during the meeting before it change to a huge problem later on. But if the issue its dependency to your client expectation or any technical issues that need to involve your principal or management beyond the project team, this may lead you for another special technical or management meeting with the relevant stakeholders. Try this, and I believe some of the issues can be resolved in a short time frame.
Thanks
Azrul Saving Changes...
Mudassar KhanProgram (Project )Manager| Woodward Canada IncPeterborough, ON, Canada
I agree with Peter, you should focus on direct face to face communication. Saving Changes...
Record project issues in a list with type, category, owner, due date and solution, etc. Review the issues periodically or in daily stand-up meeting. Owner need update the issue status timely. Saving Changes...
- have a co-located team to the extend possible
- have a project environment that supports f2f communication
- consider daily stand-ups as a possible practise
- use visual project management with visible boards
- use digital tools as second choice
- use timeboxed iterations with specific goals to keep the team focused and not getting confused over a myriad of issues that a not important at a certain point of time and only cause waste
Excellent approach, Yes F2F is the key.
I worked for a short period of time in a company (one of the biggest private master developers in the world) who believed that if you are serious to sort out a management issue in a branch, site or anywhere even inside the same building. "Just fly there meet the people face to face discuss it and work out a solution together and then move on, keep monitoring of results". Saving Changes...
Shivanjali BhutkarBringing Technology and Business togetherNa, Ca, United States
1.communication channel so team can report issues asap. can be via chat tools
2. frequent meetings(scrum) to resolve issues when then arise. reduce when it's going smoothly. Saving Changes...
I have a slightly different approach to share as follows:-
we have many communication media platforms available now a days. Making the best use of them is one of the most efficient way of managing daily activities. To start with, you need to create three groups ( WhatsApp may be the latest flavor). 1. The Project team 2. management team of your company 3. Other stake holders group.
1. Always need to have a handy copy of your 3 weeks look ahead schedule in your hand. It can well be stored in your smart phone.
2. Pick the activities that need to be initiated, followed-up and closed for the day and for teh next day.
3. Identify the stake holder/s of the selected items.
4. Share the activities to be accomplished for the day and next day.
5. take a feed back from all the stake holders for their better understanding.
6. Ensure that adequate resources are being allocated and made available by including the functional managers in the group.
7. Take feedbacks from all the group members by COB of the day and reconcile the outcome.
8. You , the PM, need to spend 30 to 60 minutes in identifying the activities for the next day and another 30 minutes in reconciling the feedbacks of the day.
9. You may keep a seperate to-do list with you that is created by yourself prior to closing the previous day.
10. The above points will take care of all your routine jobs.
11. you may further focus on the unique requirements coming to you from time to time . Ensure that you are deciding on all such matters on the same day itself such that the chance of overburdening and missing out will not be there.
12. Two white boards in front of you in your office will help you immensely to keep track of the critical and urgent short terms and long terms items to be closed.
13. The rest can be dealt judiciously as per the priority Saving Changes...
