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What time management quadrant do you live in the most? A project manager who lives more in Quadrant II will be able to better influence larger projects. Here are some tips to help you transform into a Quadrant II scaled-up leader.
When an organization consistently approves too much work, it fails to understand that planned work and work capacity are dramatically out of synch. PMOs must learn to optimize the ability to leverage whatever capacity the company has.
Without some amount of estimation, creating an agile plan becomes incredibly difficult. And yet, estimates have a reputation of being inaccurate, immediately outdated, or possibly a complete waste of time. While these two seem to be in conflict, in reality, agile handles it rather well.
The sooner that a PM can recognize that not all delays are created equal—and figure out which ones need action taken—the greater the chance of project success. When do you need to start worrying?
The "dones" process is a low-overhead way for you to stay aligned, avoid micromanagement, and focus on the things that are most important. Use this simple process and its accompanying template to align long-term goals and short-term deliverables.
As a due date approaches, the percentage-complete rates slow down and fluctuate as the reality of the task sets in. Use the 1:1:1 principle to help reduce confusion, increase accountability and protect against “crunchy peanut butter progress.”
Ever hear a project manager say "Everything is critical!" about a schedule's tasks? Don't make that mistake. Understanding the mechanics of critical path is a crucial hard skill that PMs need to master early in their careers.
We're often given an end date and have to work backward to derive when an initiative should start (or should have started). But what about when a project manager is able to provide a start date? That's where the work-forward timebox model can help!
Do you ever play “Bring Me a Rock”? That’s when the manager wants the PM or the people doing the work to reduce their estimate durations. This hurts everyone-—and can lead to watermelon status reports.
Having something that enables a project manager to rough-cut an initiative using some standards can be helpful in providing a lens on whether a date is even remotely achievable. This is where the work-back timebox model comes in.
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"I don't know much about being a millionaire, but I'll bet I'd be darling at it." - Dorothy Parker |
