Managing the Project for Success
At the end of the engagement, every project is looked at as either a success or a failure. The end result of the project is going to be judged - usually by the customer, the project team, and senior company management. Just about every individual who either had a hand in the project or was somehow affected by it will have an opinion.
When judging the success of the project there are usually three key factors to look at - three key success determiners. These are:
* Was the project delivered on time?
* Was the project delivered on budget?
* Was the customer satisfied - is the delivered solution a workable solution that solves the customer's needs?
With the success criteria defined, we still must understand that there are many ways to get to the point of a successful - or failed - delivery on a project. One is luck, but I really can't go into that because no one has any control over that option. So let's look at some of the ingredients that go into good project management - some might consider these to fall under the category of best practices.
Good communication with all project parties
Communication is, in my opinion, the number one contributor to success or failure on the project. Everything - to some degree - revolves around effective and efficient communication. In order to lay the groundwork for good communication on the project, the project manager should develop a formal communication plan to that will identify what types of communication happen, when formal meetings and reports take place or are produced, who is responsible for each type of communication, and how to contact all important parties involved in the engagement. With this document in place and understood - and followed - by all, your chances for realizing efficient and effective communication in the engagement will greatly increase.
Timely delivery of status updates up and down the chain
This falls in the category of doing what you say you're going to do. During project kickoff - and hopefully in a formal communication plan - the project manager identifies when and to whom project status information will be delivered. Many project managers let this act slide or sometimes skip weekly reports and formal status calls. When that habit starts, customer satisfaction often slides with it. Deliver the information as per the agreed upon schedule. A well-informed project team leads to great project success. A well-informed customer leads to greater customer satisfaction, which is one of the key project success determiners as we previously discussed.
Continual project schedule and project budget oversight
The project manager who regularly revises and delivers the project schedule to the team and customer ensures that everyone is up to date on project tasks and what's coming in the near future. No surprises. And the project manager who is constantly monitoring and revising the project budget and overall project resource forecast will never be surprised to find that the project is 40% over budget. Why? Because it will never happen. Continual oversight and forecasting of the project budget will mean that the project manager will always be aware of the slightest deviation from the planned budget and will be able to take corrective action or at least discuss with the customer and senior management to figure out the best changes to make.
Use of repeatable processes when managing the project
Finally, nothing beats using the successful processes that have worked in the past. Luck is a good thing when it happens, but relying on it for continued project success never smart. And if you aren't using good tools and repeatable templates and processes that have brought successes on previous projects - if you aren't learning from the past - then you'll always be relying on luck. Put in place solid tools, repeatable processes that bring project consistency, and meaningful templates that project managers can use over and over again with confidence and your project success percentages will definitely rise over time.
Wednesday, February 16, 2011
Wednesday, January 26, 2011
Using Collaboration and Communication to Ensure Project Success
Using Collaboration and Communication to Ensure Project Success
In my opinion - and I believe many project professionals' opinions - the number one key to project success is effective and efficient communication. I don't mean sending emails every hour on the hour. That's neither effective nor efficient. That is a waste of time. Information overload is not really helpful for anyone and your project resources will come to resent you - the project manager - for filling up their days with useful reading. In fact, they'll learn to tune your verbal and written communications out if you are an ineffective communicator. Why? Because they'll feel they have better things to do and that you're not really adding any useful information to their efforts.
Along with effective and efficient communication on projects is the concept of collaboration. Collaboration can have many meanings in the project management world. In general, the best way to solve the project collaboration issue is by utilizing a solid project management tool like Project Drive's web-based project management and collaboration tool.
Let's look at and discuss four keys to effective communication and project collaboration:
Creating a project communication plan
One item that is critical, but often overlooked, is the project communication plan. When the project manager puts a detailed, official project communication plan together at the beginning of the project he is telling everyone that this is how information will be processed and delivered on the project. It sets an expectation with the project team and the customer, it can be another paid deliverable on the project if planned right - thus increasing revenue, and it adds to customer satisfaction and confidence because they know there's a plan in place that they can hold you to.
Producing timely project status information
Of course, once a communication plan is in place, you MUST follow it. And one of the key areas of project information dissemination is through the detailed weekly status report. Produce and deliver a detailed status report and revised project schedule at least one day in advance of the project status meeting with the customer and don't deviate from the schedule. Likewise, be diligent about delivering updated relevant project status information through effective emails throughout the week - don't wait for weekly status call to get important information out to everyone. And always follow-up the status meeting by sending out notes to all participants to ensure that everyone understood what was discussed and that all parties are on the same page.
Conducting regularly scheduled informational meetings
As mentioned above, plan to hold regular weekly official status calls with the customer. It's your chance to check up on the customer's progress on any assigned tasks, provide the customer with detailed updates on your team's progress, and review and discuss any outstanding issues and risks. Just as important, though, are weekly informal status meetings with the entire project team. This is the project manager's chance to get all status information from the team, discuss decisions that need to be made and any concerns team members might have, and to discuss newly assigned tasks and give proper direction. Use this time to prepare much of the discussion that will take place during the official formal weekly call or meeting with the customer.
Using an effective scheduling and collaboration tool
Finally, choose and effective tool to both manage your project schedule and allow for team collaboration on the project. Choosing a good web-based collaboration tool like Project Drive is often a good idea and can drive effective and efficient communication and information-sharing on the project, as well as making your project team members responsible for providing their project task updates to you with no excuses.
In my opinion - and I believe many project professionals' opinions - the number one key to project success is effective and efficient communication. I don't mean sending emails every hour on the hour. That's neither effective nor efficient. That is a waste of time. Information overload is not really helpful for anyone and your project resources will come to resent you - the project manager - for filling up their days with useful reading. In fact, they'll learn to tune your verbal and written communications out if you are an ineffective communicator. Why? Because they'll feel they have better things to do and that you're not really adding any useful information to their efforts.
Along with effective and efficient communication on projects is the concept of collaboration. Collaboration can have many meanings in the project management world. In general, the best way to solve the project collaboration issue is by utilizing a solid project management tool like Project Drive's web-based project management and collaboration tool.
Let's look at and discuss four keys to effective communication and project collaboration:
Creating a project communication plan
One item that is critical, but often overlooked, is the project communication plan. When the project manager puts a detailed, official project communication plan together at the beginning of the project he is telling everyone that this is how information will be processed and delivered on the project. It sets an expectation with the project team and the customer, it can be another paid deliverable on the project if planned right - thus increasing revenue, and it adds to customer satisfaction and confidence because they know there's a plan in place that they can hold you to.
Producing timely project status information
Of course, once a communication plan is in place, you MUST follow it. And one of the key areas of project information dissemination is through the detailed weekly status report. Produce and deliver a detailed status report and revised project schedule at least one day in advance of the project status meeting with the customer and don't deviate from the schedule. Likewise, be diligent about delivering updated relevant project status information through effective emails throughout the week - don't wait for weekly status call to get important information out to everyone. And always follow-up the status meeting by sending out notes to all participants to ensure that everyone understood what was discussed and that all parties are on the same page.
Conducting regularly scheduled informational meetings
As mentioned above, plan to hold regular weekly official status calls with the customer. It's your chance to check up on the customer's progress on any assigned tasks, provide the customer with detailed updates on your team's progress, and review and discuss any outstanding issues and risks. Just as important, though, are weekly informal status meetings with the entire project team. This is the project manager's chance to get all status information from the team, discuss decisions that need to be made and any concerns team members might have, and to discuss newly assigned tasks and give proper direction. Use this time to prepare much of the discussion that will take place during the official formal weekly call or meeting with the customer.
Using an effective scheduling and collaboration tool
Finally, choose and effective tool to both manage your project schedule and allow for team collaboration on the project. Choosing a good web-based collaboration tool like Project Drive is often a good idea and can drive effective and efficient communication and information-sharing on the project, as well as making your project team members responsible for providing their project task updates to you with no excuses.
Wednesday, December 1, 2010
Project Management Office Success Factors
More than three quarters of large corporations have some form of a project management office in place. How it's defined, exactly what its responsibilities are, how formal it is, and how it's run is going to be different from company to company, but the project management office is a major part of the landscape for most project-oriented activity within major companies.
Given that fact, I'd like to discuss what I consider to be the four key factors for project management office - or PMO - success. I've come up with these four factors after playing varying roles in creating, running, and dismantling PMOs over the years. Through these experiences, I've become opinionated as to what works and why certain PMOs have failed in companies I've worked with and for.
Let's examine these four factors in greater detail here - they are presented in no particular order because I feel that they are all equally important...
Secure executive buy-in for the PMO
PMOs come and go and, unfortunately, often the key to their failure in the first place was the lack of support from within their own organization. When a company's executive leadership doesn't back the PMO, then it likely won't have a chance in the long-term. For the project management office to truly be successful - and long lasting within an organization - it must have the backing of the company's executive management.
Without proper backing, PMO practices and policies will be difficult to enforce and slow to adopt. Some projects will circumvent the PMO process completely and eventually the PMO will become meaningless in the organization and ineffective to the customers it serves.
Appoint a strong PMO leader
If feel very strongly about this one. The PMO director should not just be the most experienced project manager leading the group who is also acting in the role of project manager on current projects. Certainly the PMO director will need to have a presence on high profile projects or on troubled implementations, but for the most part they need to lead the PMO and that should be 99% of their job. I've seen PMO directors who were stretched too thin leaving the project managers in the organization with little to no leadership direction to help handle project roadblocks, resource conflicts, training issues, and process concerns. Eventually, the PM practice in the PMO can start to erode.
Fill the PMO with good PMs
The PMO needs experienced project managers, not just PMP-certified PMs. Leadership and experience must win out when you're trying to establish the PMO and get early projects off the ground. Proven leaders with experience will get your PMO in the right position to be taken seriously throughout the organization. PMI certification, while good, doesn't guarantee experience or success. There needs to be a mix of skill, process understanding, and good, solid leadership.
Implement sound processes and use repeatable templates
For the PMO to be consistently successful, it must have consistent processes and practices in place for its project managers to follow and utilize. A PMO without sound processes in place is relying on luck to experience ongoing project success - and that luck won't last long. Proven and re-usable templates must be available for the project managers so that they can portray consistency to the customers whose projects they are handling. Consistent delivery breeds success and success breeds customer confidence.
Summary
None of these four steps guarantee success. And certainly only focusing on one will leave your PMO sorely lacking. But when all of these factors are acted upon, then you can be confident that you're giving your PMO its best chance for success.
It is critical that a company creates their PMO with the understanding that its mission is to manage all projects and that those projects be consistently handled by that PMO. Consistent project management is perceived by your customers as stability when you're running their projects. And consistent customer satisfaction breeds success, more projects, and greater profitability.
Given that fact, I'd like to discuss what I consider to be the four key factors for project management office - or PMO - success. I've come up with these four factors after playing varying roles in creating, running, and dismantling PMOs over the years. Through these experiences, I've become opinionated as to what works and why certain PMOs have failed in companies I've worked with and for.
Let's examine these four factors in greater detail here - they are presented in no particular order because I feel that they are all equally important...
Secure executive buy-in for the PMO
PMOs come and go and, unfortunately, often the key to their failure in the first place was the lack of support from within their own organization. When a company's executive leadership doesn't back the PMO, then it likely won't have a chance in the long-term. For the project management office to truly be successful - and long lasting within an organization - it must have the backing of the company's executive management.
Without proper backing, PMO practices and policies will be difficult to enforce and slow to adopt. Some projects will circumvent the PMO process completely and eventually the PMO will become meaningless in the organization and ineffective to the customers it serves.
Appoint a strong PMO leader
If feel very strongly about this one. The PMO director should not just be the most experienced project manager leading the group who is also acting in the role of project manager on current projects. Certainly the PMO director will need to have a presence on high profile projects or on troubled implementations, but for the most part they need to lead the PMO and that should be 99% of their job. I've seen PMO directors who were stretched too thin leaving the project managers in the organization with little to no leadership direction to help handle project roadblocks, resource conflicts, training issues, and process concerns. Eventually, the PM practice in the PMO can start to erode.
Fill the PMO with good PMs
The PMO needs experienced project managers, not just PMP-certified PMs. Leadership and experience must win out when you're trying to establish the PMO and get early projects off the ground. Proven leaders with experience will get your PMO in the right position to be taken seriously throughout the organization. PMI certification, while good, doesn't guarantee experience or success. There needs to be a mix of skill, process understanding, and good, solid leadership.
Implement sound processes and use repeatable templates
For the PMO to be consistently successful, it must have consistent processes and practices in place for its project managers to follow and utilize. A PMO without sound processes in place is relying on luck to experience ongoing project success - and that luck won't last long. Proven and re-usable templates must be available for the project managers so that they can portray consistency to the customers whose projects they are handling. Consistent delivery breeds success and success breeds customer confidence.
Summary
None of these four steps guarantee success. And certainly only focusing on one will leave your PMO sorely lacking. But when all of these factors are acted upon, then you can be confident that you're giving your PMO its best chance for success.
It is critical that a company creates their PMO with the understanding that its mission is to manage all projects and that those projects be consistently handled by that PMO. Consistent project management is perceived by your customers as stability when you're running their projects. And consistent customer satisfaction breeds success, more projects, and greater profitability.
Wednesday, November 18, 2009
Advantages of Software as a Service
Web based project management software such as Project Drive can also be described as software as a service, or SaaS. Basically, what this means is the software is hosted on the providers servers instead of being downloaded and residing on individual computers.
There are several distinct advantages to using a hosted service, the most important to businesses related to costs. Most software applications are sold on an individual license basis necessitating a separate license, and the associated costs, for each computer on which the software resides.
Then there are the additional costs of having an employee install and maintain the software, including updates which can be frequent in many cases, backing up the data, purchasing hardware, etc.
With SaaS, since it is web based and housed elsewhere, the users pay a small monthly or annual fee based on number of users that is considerably less than purchasing individual licenses. If more users are required, such as may be the case with project management software, they can be added later and be up and running within minutes. The scalability of such software is essentially unlimited.
Another major advantage of web based project management software is that it is accessible anywhere in the world from any computer. All that is needed is access to the Internet.
There are several distinct advantages to using a hosted service, the most important to businesses related to costs. Most software applications are sold on an individual license basis necessitating a separate license, and the associated costs, for each computer on which the software resides.
Then there are the additional costs of having an employee install and maintain the software, including updates which can be frequent in many cases, backing up the data, purchasing hardware, etc.With SaaS, since it is web based and housed elsewhere, the users pay a small monthly or annual fee based on number of users that is considerably less than purchasing individual licenses. If more users are required, such as may be the case with project management software, they can be added later and be up and running within minutes. The scalability of such software is essentially unlimited.
Another major advantage of web based project management software is that it is accessible anywhere in the world from any computer. All that is needed is access to the Internet.
Tuesday, November 17, 2009
Communicating with Team Members in Different Time Zones
In today’s shrinking world, many companies are doing business all over the globe. Team members based in different time zones working on the same projects can create problems for those responsible for managing the projects. It can be extremely difficult to share information and communicate with all team members in a timely manner.
However, web based project management software, such as Project Drive, provides the solution. All team members, regardless of their location, receive real-time updates on the project with the automated communication functions included in the software. Not only does it allow team members to send and exchange comments, but will also distribute emails on major actions. The email function allows:
However, web based project management software, such as Project Drive, provides the solution. All team members, regardless of their location, receive real-time updates on the project with the automated communication functions included in the software. Not only does it allow team members to send and exchange comments, but will also distribute emails on major actions. The email function allows:- Selection of fields to trigger notifications and which users will receive them.
- Notifications to be sent to one or multiple users
- Notifications to be sent users when tasks are assigned
- Notification of users of important new information which requires their attention and converts these issues into tasks
Friday, September 25, 2009
Being Ready to Handle Your Projects
With so many variables that can go wrong with a project, it’s important for project managers to identify all areas where money can be saved, what employees are doing, print out documents, and take care of problems that might occur. All will agree that it’s not easy to manage a project no matter what kind of project it is. There is a solution to that, provided by Project Drive. That solution is online project management software, software that is efficient for project managers of all levels. At www.project-drive.net, they are striving to make your project the smoothest running that it can be.
See their featured products and what they’re doing to create solutions for project managers.
For more information about online project management software visit www.project-drive.net
Productive Project Management
Companies have their own way to handle projects whether they are large or small, single or multiple. Many companies utilize web based project management software because there are plenty of things that we need to keep track of. Companies can customize the software to fit their project’s parameters.
Imagine being able to keep up with all aspects of your project from top to bottom, including your employees and what they’re doing. Locate any potential issues or identify and correct any current ones. Project Drive has created the perfect software for web based project management. Save time on your project and watch it run smoothly.
For more information, go to www.project-drive.net.
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