When Your Project Depends on Other Projects that are Struggling

Managing a project to a successful end is hard enough as it is. Most of the time your project is a one-time effort and it is completely standalone – other than the fact that it likely integrates with some existing technology and business practices. Those, of course, become integration points and separate tasks in the schedule as well as areas of testing concern and highlights as the project moves on towards deployment.

Now consider the scenario where your project depends on the outcome or progress of one or more other projects. Projects that you likely aren’t even leading, but must be involved with to some degree to ensure proper testing, handoff of information, timing of training and deployment, and to ensure that any solution integrations are properly aligned. If those other projects are running smoothly, then you have no issues. However, if there is a delay or an issue with one of the other projects – and most projects do experience delays and issues along the way – what do you do? How do you handle it? How does it affect your project?

In the few cases where this has either been an issue for me or appeared that it would be, these are the steps I setup to get corrective action rolling…

Discuss with the customer

As this has always been the case with interrelated projects for the same customer, that customer is an integral part of the team on each project and a key decision point for any action going forward. If that customer is not already aware of the impending critical problem, then you – and the other project manager if the struggling project is not also yours – must sit down with the customer and relay the issue to them. Keeping a significant problem from the customer will only delay the inevitable and can serve to cause trust issues should the customer discover the problem before it comes from your mouth.

Brainstorm with the other project managers and teams

You and your team must then work cohesively with the project manager and team on the struggling project to determine what their issue is, how quickly it can be resolved, what impact it has on their schedule, and then what the overall impact on your project and schedule is or will be.

Develop an action plan

Next, set about documenting possible action plan scenarios. Will more or different resources on the struggling project help solve the issue? Will more money do it? Are the struggles due to issues at the customer level? Do some requirements need to be further defined and if so, what re-work might be involved.

Once this is determined then – and only then – can you figure out the best and most cost-effective and least detrimental course of action to recommend to your leadership and to the project customer.

Circle back with the customer

Finally, return to the customer with the proposed course of action. Clearly detail to them how the struggling project is going to get back on track – and this should be presented by that project manager if it is not already your project. Then present the impact to your project – the one that was running smoothly till the issue arose – and show them a new project schedule with these effects built into the scenario. If there are any avenues for regaining lost ground on the timeline due to the issues forced on your project, outline those actions as new tasks in the project schedule and discuss those in detail with your customer.

One final step – don’t forget to get signoff/approval from your customer on the overall course or courses of action you plan to take. It may seem like a small technicality, but it can become a very valuable signoff should there be any legal concerns at the end of the engagement.

Brought to you by www.project-drive.net.

Keeping Your Team Focused on a Long-Term Project

As the project manager on a long-term project, I usually have no trouble maintaining focus. I realize that the project is mine to succeed or fail with – hopefully succeed – and I usually have several projects running at once. Focusing on the tasks at hand usually doesn’t seem to be an issue for me. Now for my team…depending on what’s going on with the project and what other projects my team members may be working on…that focus issue can sometimes be a problem.

As a result, I’ve had to ‘experiment’ with different strategies to help keep my team members focused and engaged on the project. Through logical thinking and some trial and error, I’ve come up with these five strategies for keeping my team members fully focused on some of my longer-term projects.

Engage them in all planning activity

Project team members who are heavily involved in the upfront planning activities on a project feel a greater sense of ownership for the project. Being part of that conception phase of the project leads to a greater understanding of everything involved with the project and greater ownership of the goals, mission, and tasks associated with the engagement as a whole.

Have team members peer review all deliverables

Another way to increase ownership and focus is to have all of your team members perform peer reviews on every deliverable that goes to the customer. This serves another valuable purpose as well – it keeps more eyes on each deliverable and can significantly decrease your chances of delivering an error-filled document or product that only serves to damage customer confidence and satisfaction. Trust me, I know. I trusted a business analyst when he said a functional design document was ready to go to the customer…not once but twice! Since then I have my team peer review everything. It took far too long to make that customer feel comfortable with me and my team again.

Keep task assignment steady throughout

When possible, spread your assignments for your project resources out over the life of the project. Too much downtime for a project resource can cause them to lose focus or worse…can lead to them being completely lost to another project. By keeping them responsible for tasks and engaged throughout with steady work will keep them feeling like they are constantly contributing and will help keep them continually focused.

Look to team members to interface with the client regularly

Putting your project team members in significant roles in the project – especially putting them in roles where they must regularly interface with the customer – can have very positive affects on their ability to stay focused. Knowing their role is key to customer satisfaction and interaction will keep them on their toes and increase their overall participation level on the project.

Have team members periodically lead key meetings

Taking the previous item a step further – have members of your project team periodically lead customer meetings or weekly status calls if you’re comfortable with it. Make an excuse periodically to not be available and assign leadership to someone on the team – rotating the leadership responsibility, of course. Being in a temporary PM leadership role in front of the customer or on the other end of the phone will further induce the focus aspect you desire throughout the engagement from your team members.

Summary

Project team members will lose focus periodically throughout an engagement. It’s your job as the project manager to do everything you can to minimize those instances through continuous interaction, engagement, and assignments. Utilizing team collaboration helps promote ownership that also helps to keep those team members focused and engaged throughout a long project. Your project team members are likely as busy as you are and working multiple projects so being aware of that and utilizing them where they provide the most strategic advantage helps you, helps them, and helps the project.

Finding Your Niche as a Project Manager

What are you good at? At what do you excel? What areas are project team members frequently complementing you on? Do you get positive customer feedback in a particular area on a regular basis?

For me it’s communication. I once had a business analyst tell me that of all the project managers he’s ever worked with, he received by far the most email from me. He said he felt that he was included on all communications and always knew the latest status and where things stood on my projects. That made me feel good because I consider communication to be the #1 responsibility of the project manager. If you’re doing that right, then that’s half the battle.

Capitalize and accommodate

Everyone has his or her own strengths and weaknesses. No one is strong in everything. Think about those job interviews – you’re asked about your strengths and weaknesses. You know you have some weaknesses – you may even have a huge glaring weakness that you certainly can’t tell them about, but you have to tell them something during the interview because even they know that no one is perfect. But seriously, in order to be successful we absolutely must know our strengths and weaknesses – both in order to capitalize on our strengths and accommodate for our weaknesses. We have to find our niche – what we excel at – and run with it.

Like I said, for me it’s communication. I’m also pretty good at organizing, but I’m best served having a strong business analyst along side me on a technical project who can serve as that person to document the customer need well and ensure that we continue that process as the skilled technical team takes over and creates technical specs from functional requirements. I’m technical – I used to be a developer and an application development manager and have led developers on projects for years as well as being able to estimate development efforts with the best of them – but I’m best left to coordinate, communicate, assign and delegate and leave the detailed documentation to the skilled project team resources.

Why projects fail

More projects fail than succeed. I’ve always stated that more than 50% of all projects fail. A recent number I saw in a Project Management Institute LinkedIn group study showed that approximately 76% of all projects fail to some degree. That number is huge. Some just will fail because they’re poorly defined or never should have happened. Some will fail because funding will run out. Others will fail because of senior management or the customer brings it crashing to the ground because of ever-changing requirements. It’s hard to say what will cause a project to fail until you’re in the middle of it.

Project manager failure points

We must also admit that many projects will fail because the project manager was not equipped to handle the project. Either they didn’t understand what their limitations were, couldn’t communicate with their team or manage the customer well, or weren’t good leaders or decision makers, or we’re very organized. It could be one of a hundred things.

The key for a project manager is to understand how they think and work professionally and what they’re good at and what they must admit that they are not good at. Most importantly, they must recognize those weaknesses and filter those responsibilities to the team whenever possible. Then, and only then, will they give their projects and team members their greatest chance at overall project success.

Brought to you by www.project-drive.net.

Getting the Right Information to the Right People

As the purveyor of good, sound, efficient, and effective communication, the project manager must ensure that he’s not just tossing whatever status info into the air that he feels like to see what sticks to what individuals. After all, giving a C-level customer information on what scripts you ran today while testing the latest bug fix is not an example of good, sound, efficient, and effective communication, is it?

I’ve even gone so far as to create what I would consider a very detailed, yet high-level status report for the client project sponsor of an organization I was consulting for only to have him wave his hands in the air and say, “I don’t want to see this level of detail.” I was astonished, because I thought it was exactly what he would want to see. Next I gave him a detailed issues list with dates, assignments, and status updates and he exclaimed something like, “I’m in heaven, you get it!” You never know who wants what till you try, I guess.

It all depends on the individual – that end user of your information. As the project manager you can spend hours putting together great detail every week but if it’s the wrong information for the wrong individual – even if it’s great info – you still failed.

Set and get expectations early

As the project manager you want your status information to be seen by the masses – for your career, for your reputation, and for the visibility of your project. But you also want to make sure that the status information you send out means something to the receiving parties. In my example above, what I originally prepared was going to be totally ignored by my customer and he wasn’t going to be very happy in the long run.

Go into project kickoff with your customer with an example of what information you intend to disseminate on a weekly basis. Use that as a starting point to work from. This is the best time to get their input and to fine-tune the details that you provide them with. You may even need to create a higher-level summary report for their senior management. And, of course, meet with your senior management and identify key data that they would like to see on an ongoing basis. They aren’t likely going to want your detailed issues list, but they probably will want your budget analysis and forecast every week – that means a lot to them especially if you’re managing a large, high-dollar and profitable project.

Refine as needed

Finally, refine what you provide each party as needed throughout the engagement. Rarely do I find that my first status reports on a project are identical in format and content to my last. Things change, needs change, priorities change – and all this affects who wants what from the ongoing status information on your engagements. One solution is providing a customized project management dashboard like the one offered in Project Drive, the effective web-based project management software product.

Summary

Project managers must be rigid at times and follow best practices in order to help ensure project success. But project status reporting is one area that where it’s ok for the project manager to show flexibility. After all, it is the project manager’s responsibility to be effective and efficient communicators and the foundation of that is getting the right information to the right people at the right time so that good and timely decisions can be made for the project.

Brought to you by www.project-drive.net.

Unique Features Added to Project Drive, Leading Web-based Project Management Software.

Quebec, Canada, April 1st, 2009 - TGMT Systems Inc, today announced the launch of an update for its web-based business solution, Project Drive (www.project-drive.net). Project Drive is a fully customizable, web-based project management solution.

In line with its philosophy of continuous innovation, TGMT Systems has launched an update for the popular web-based project management software, which includes a market-unique Timesheet Module and enhancements to the interface and to user productivity features.

Project Drive's Timesheet Module provides companies with detailed and real-time insight into the costs and return on investment of their projects. The Module was also developed with service providers and consultants in mind, allowing companies to set both resource's cost and billing rates, for normal, overtime and company-specified type of operations. The Module offers flexible features to manage time and costs at the task, project and company level, while providing reporting functions allowing managers to view costs, billing and employee information for a specific project or task or for all company projects with an additional variable of day, week and month summaries.

Additionally, users can now easily create a new project based on an existing project, allowing the selection of project's tasks, links between tasks, recurring tasks, default queries and security settings. Project managers can now quickly create new projects based on existing ones and benefit from copying methodologies, proven successful for the company.

Focused on user friendliness, the updates also include enhancements to Project Drive's interface, with user selection of interface mode, such as Quick Help Mode, which provides users with a guided experience, complete with icons and in-context descriptions and quick tips.

"Project Drive is the result of our commitment to innovation and our openness to client comments and market needs," said Thierry Tremblay, CEO of TGMT Systems. "Project Drive is unique in the industry because of its level of adaptability and flexibility. We continuously develop new features, taking into account all possible users and our client's experience with the software. The Timesheet Module is a unique and valuable add-on to a project management software, which will help any company achieve control over project costs and billing, no matter their business model".

ABOUT PROJECT DRIVE

Founded in 1998 by a small group of seasoned developers and graphic designers, TGMT Systems Inc, based in Quebec, Canada, is the creator of popular web-based business solutions, such as Bug-Track.com and Project-Drive.net. TGMT Systems provides advanced business management solutions within intuitive, easy to implement environments, focusing on customer-driven innovation. TGMT Systems supports its web-based solutions with a sophisticated data center and has implemented best-of-breed security and redundancy protocols.

http://www.project-drive.net