The PMologist

Project Management Templates, Template Tools and Life Cycle

noreply@blogger.com (Will Daniels) — Wed, 11 Nov 2009 20:02:00 +0000

Free samples are available!

From: http://ping.fm/cDsD4

PM Thought of The Week: When Issues Become Risks!

noreply@blogger.com (Will Daniels) — Mon, 01 Jun 2009 18:23:00 +0000

About a year ago, my director posed this question to his team, "What's the difference between and issue and a risk?" It did not surprise me that of the 10 or so people in the room there was no agreement on these definitions. Some thought that issues and risks were the same; some thought that they were different and that one could morph into the other and vice-versa; and, some people thought that issues and risks were totally independent of one another.

Experience has taught me that there is a clear relationship between issues and risks. When dealing with these two terms, there is a matter of semantics that must be understood.

My Definitions

Issue: A problem uncovered within the project that can adversely affect the project if no mitigation strategy is implemented.
Risk: An issue that has now adversely affected the project schedule, budget, resources, quality or any project constraint.

I realize that some Project Management professionals will say that my definition of an issue is really what's known as a risk trigger (see the Project Management Body of Knowledge). I would agree with that statement. An issue is essentially a problem that could be a much bigger problem if nothing is done to shrink or alleviate it.

A Real World Example
On my current assignment, I am managing the implementation of new Call Center telecom technology from cradle to grave for 7 locations in the Midwest. I was recently told that one of the Call Centers will need to upgrade all of their PCs within weeks of the telcom upgrade. A mitagation strategy must be implemented such that the PC upgrade does not affect the telecom upgrade whose schedule can not change at this point.

In this example the issue (risk trigger) is the PC upgrade must occur during the final implementation stages. The risk is the telecom implementation schedule could be delayed if the PC upgrade is not completed on time. Clearly the risk in this example is to be avoided at all costs.

In summary, I do not think it's important what name you give to an issue since it's the risk that that you're trying to prevent. I made this point during the meeting with my director and team last year. From my project management perspective, I never want an issue to become a risk!
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PM Thought of The Week: Manage The Schedule, Not The Tool

noreply@blogger.com (Will Daniels) — Wed, 11 Mar 2009 01:14:00 +0000

Experimenting with new software tools can be extremely fun. When Microsoft releases a new version of MS Project, I enjoy tinkering with the product in my spare time until I learn all the new features without looking at a manual. I rarely look at the help pages too. The benefit for me is that I can quickly become proficient with MS Project and similar tools. The danger is I must always remember not to spend too much time managing the tool. Instead, I must focus on managing the project schedule.

Why should I be concerned about spending too much time on the tool rather than the project? Well, as a project manager my motto is the needs of the project come first. With a sophisticated project management tool, I might be able to easily produce a highly efficient, award-winning, well laid out project schedule. However, if it will take me significantly longer to produce the schedule than what's necessary, more than likely some other area of the project will be neglected. The question that should be asked is: Will it be worth it to have a near-perfect schedule or a schedule that is reasonably close and took less time to produce?

The amount of time you spend using project management software and other tools is totally dependent upon the project complexity, risk, available time, etc. As a result, it's imperative for a project manager to spend his/her time wisely. A project manager should be focused on creating and managing the project schedule. Spending too much time using the tool to perfect the schedule can be hazardous to the project and the team.

PM Thought of The Week: Manage Your Tasks

noreply@blogger.com (Will Daniels) — Wed, 04 Mar 2009 00:11:00 +0000

A while ago I read David Allen's book "Getting Things Done" and was impressed. In his book, Allen documents a personal management system that categorizes one's tasks as items that should be: 1) done immediately, 2) deferred to a later date, 3) transferred to someone else, or 4) dropped.

I incorporate a similar management system into my personal and professional life. If you find you do not have enough time to get all your work done in a day, consider this simple 4-step process:

Incorporate a good task management tool: There are plenty of free task list tools on the market. Spend some quality time looking for the tool that will work well for you. I use the iPhone product "TouchTodo" to manage and synch tasks with my Google Calender. Using TouchTodo along with Google Calendar, I always have my task list at hand!
Review your tasks in the morning: Try to focus on no more than 3-5 of your most critical tasks each day. If you a lot of overdue tasks, declare the day a "catch up day" and don't add new tasks to your list.
Complete your tasks: Cross off tasks as they are completed and move on to the next item on your list. Challenge yourself to get through your list before the day ends. I am less stressed when I make some sort of game out of completing tasks too.
Update your task list at the end of the day: Review your task list to ensure tasks are completed, categorized and prioritized correctly. Reviewing tasks at the end of the day builds a sense of accomplishment and gets you motivated to complete tomorrow's tasks.

In summary, don't overwhelm yourself with tasks. You may have a lot to do, but you can't do everything at once. As I create tasks, I move them to a bucket of "no due date" tasks unless a due date is absolutely necessary. As I review tasks in the morning or evening, I look for tasks in my "no due date" bucket that can be completed in the next day or two. This helps me keep my day much more manageable.

PM Thought of The Week: Emphasize Strengths, Develop Weaknesses

noreply@blogger.com (Will Daniels) — Wed, 25 Feb 2009 19:36:00 +0000

Everyone has strengths and weaknesses, including project managers. But how many of us periodically take a "hard" at what we do well and what we don't do so well? If you're someone who doesn't review your strengths and weaknesses, consider this 5-step plan:

Identify Your Strengths
What do you do best? What's the best way to incorporate your strengths into your career? If today's plan gets off track, how can your strengths help get back on track?
Identify Your Weaknesses
What are your challenges? What's a good plan to help improve your challenges? How can you turn your challenges into strengths?
Get Feedback from Your Support Group
What does your support group think your strengths and weaknesses are? What would they suggest you do to take advantage of your strengths and develop your challenges? How can you incorporate feedback into an action plan?
Emphasize Your Strengths, Develop Your Weaknesses
Implement your action plan to exploit what you do well and improve in the areas where you are challenged. Make adjustments as needed.
Review Strengths & Weaknesses Monthly
Each month, repeat the plan starting at step 1. Add a monthly task to your to do list today as a reminder.

The bottom line: Always seek to make yourself a better Project Manager and a better "you".

The Top 10 Skills Every Project Manager Needs

noreply@blogger.com (Will Daniels) — Sun, 22 Feb 2009 02:00:00 +0000

For years I have asked myself, "What are the skills a project manager really needs?" Early in my career I had no idea what I needed to know. And then I discovered the minimum skill-set as defined by the Project Management Institute. Even with some understanding of what skills I needed, I continued to ask, "What else is needed and why?"

In this blog post I answer these burning questions using what I know about project management with support from the internet. Make no mistake; more than 10 skills are needed to be successful! Here's my list of the 10 skills that are most important, in no certain order:

1. Communication (more)
2. Leadership (more)
3. Negotiation (more)
4. Problem Solver (more)
5. Proactive (more)
6. Trustworthy (more)
7. Risk Management (more)
8. Flexible and Firm (more)
9. Integrity (more)
10 Accountability (more)

In summary, throughout the life of the project, I tell my project team that as long as we have consensus on a decision that affects the direction of the project I will always be the spokesperson for the team. Further, I will be the one to have the difficult discussions with management if/when the project gets significantly off baseline. To my credit, I have had few instances where a project was considered to be in trouble. And in those instances, the team has always been able to recover the project successfully.

You might notice some of these skills support other skills and vice-versa. In many ways they are like the bricks in a building: remove one brick and the building could tumble to the ground! I encourage all project mangers, new and seasoned, to continuously develop these 10 skills to ensure the success of their projects and their careers.

PM Skill #1: Communication

noreply@blogger.com (Will Daniels) — Sun, 22 Feb 2009 01:50:00 +0000

It goes with saying that every project manager must be skilled at communication. According to the book A Guide to the Project Management Body of Knowledge (PMBOK® Guide), 90% of project management is communication. As noted by Ann Drinkwater on ProjectSmart, "Just as the heart works to distribute oxygen throughout the body, the project manager continuously circulates project information from the external stakeholders to the project plan documentation, to the internal stakeholders, to the project plan."

Documents must be published and distributed, minutes and action items must be documented and tracked, issues and risks must be tracked and resolved. The list of project communication sometimes appears endless. A seasoned project manager knows that he/she can not drop the ball when it comes to communication because the success or failure of a project is directly determined by good, two-way project
communication.

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PM Skill #2: Leadership

noreply@blogger.com (Will Daniels) — Sun, 22 Feb 2009 01:45:00 +0000

A number of management and leadership publications emphasize that good leaders know when to lead and when to manage. In general, a leader guides while a manager supervises or directs. A successful project manager knows when to lead, when to manage, and when to do both.

In his blog post "The Leader Formula: The 4 things that make a good leader", Stephen Covey presents a 4-part formula for good leadership: 1) inspire trust; 2) clarify purpose; 3) align systems; and, 4) unleash talent. Covey also states that the formula is "based upon principles that build upon each other rather than
techniques or steps that have to be taken independent of each other."

It's imperative for a project manager to have a solid leadership foundation. Without good leadership, the project team has no direction.

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PM Skill #3: Negotiation

noreply@blogger.com (Will Daniels) — Sun, 22 Feb 2009 01:40:00 +0000

Many project managers do not have direct reports and can not use their authority to accomplish tasks in many instances. This presents a challenge for the project manager throughout the life of the project. As a result, a project manager must be skilled at negotiation.

In the pm411.org podcast, "Podcast episode 024: successful negotiation skills", Joe Friedman states that a successful negotiator must achieve two goals: 1) Get agreement between two or more parties; and, 2) Build relationships in the process. Friedman also discusses a 4-step process to becoming a successful negotiator:

Planning - Determine your priorities, alternatives, how you will "play the game", and your strategies if your offer is refused.
Opening Ceremony - When you meet face-to-face with a counterpart, set the tone for the negotiations.
Discovery - Understand your counterpart’ss priorities.
Agreement - Document the solution and contingencies.

Good negotiation skills will go a long way for a project manager.

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PM Skill #4: Problem Solver

noreply@blogger.com (Will Daniels) — Sun, 22 Feb 2009 01:35:00 +0000

As professionals, are project managers too quick to jump to conclusions rather than carefully analyze an issue in search of a resolution? According to "Problem Solving vs. the Blame Game: PM Skills for All Leaders" by Laura Erkeneff, "It seems that once humans get overwhelmed, our nature often prefers to blame, make assumptions or feel guilty rather than use reason and problem solving to find solutions."

When a customer has a problem, are you quick to offer solutions? Or do you ask yourself, "What problem is the customer trying to solve?" Over the years, I have found that many issues and problems are not accurately presented and or resolved. Problems that are solved incorrectly can lead to lot of wasted time and money.

Good problem solving skills will help the project manager conserve resources and keep his/her customers happy.

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PM Skill #5: Proactive

noreply@blogger.com (Will Daniels) — Sun, 22 Feb 2009 01:30:00 +0000

A project manager must also follow up on his/her communication when a response is needed. It serves little value to publish minutes, for example, and not follow up on the action items. Likewise, a project manager should always be prepared to resolve issues as soon as they arise.

In his article, "If you're going to be a project manager, be a proactive one", Tom Mochal writes there are "three types of project managers--accidental ones, good ones, and proactive ones." He also states that a proactive project manager "has an issues management process in place to deal proactively with all major problems when they occur. " According to Mochal being proactive and understanding project management responsibilities gives a project manager a "much better chance for success."

A project manager must be proactive. There is no "wait until tomorrow" when it comes to resolving issues that can balloon into major risks.

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PM Skill #6: Trustworthy

noreply@blogger.com (Will Daniels) — Sun, 22 Feb 2009 01:25:00 +0000

A collocated project team is not always available, especially for companies with global operations. As such, project managers are often faced with the challenge of having team members who are located across multiple sites and/or in different countries. With collocation the challenge of instilling trust in the project team can be complicated.

What's the most effective method to gain trust in the project team? In his blog post Gaining Credibility, Alfonso Bucero says, "Project leaders show others how everyone’s individual values and interests can be served by coming to consensus on a set of common values. Confirm a core of shared values passionately and speak enthusiastically on behalf of the project."

If a team member has a clear understanding of his/her worth, he/she will be more likely to trust their project manager.

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PM Skill #7: Risk Management

noreply@blogger.com (Will Daniels) — Sun, 22 Feb 2009 01:20:00 +0000

Risk is high at the beginning of the project and gradually goes down as the project progresses to closure. To a seasoned project manager, risk management is a never ending process since risk is almost always present. If managed incorrectly, risks can force re-work, waste resources, and possibly bring a project to a halt.

Bart Jutte provides a solid set of guidelines for risk management in the blog post "10 Golden Rules of Project Risk Management". Jutte notes that "Tracking tasks is a day-to-day job for each project manager" and "Integrating risk tasks into that daily routine is the easiest solution."

Incorporating good risk management should be second nature to the project manager.

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PM Skill #8: Flexible and Firm

noreply@blogger.com (Will Daniels) — Sun, 22 Feb 2009 01:15:00 +0000

This skill sounds like an oxymoron, right? Experience has taught me that project managers must be open to suggestions from his/her stakeholders. That doesn't necessarily mean that all suggestions are taken. In fact, a seasoned project manager knows when to be firm with a decision to disregard information in order to manage the team to a common solution. To find a common solution, the project manager must be able to ensure team discussions are productive and that a "win-win" solution is developed.

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PM Skill #9: Integrity

noreply@blogger.com (Will Daniels) — Sun, 22 Feb 2009 01:10:00 +0000

The Merriam-Websters online dictionary defines integrity as a "firm adherence to a code of especially moral or artistic values". Project mangers are exposed to sensitive company and client data on a daily basis. As such there is always the opportunity for the project manager to abuse his/her position. A project manager who does not have the highest integrity can lose the trust of his/her team and possibly the client.

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PM Skill #10: Accountability

noreply@blogger.com (Will Daniels) — Sun, 22 Feb 2009 01:05:00 +0000

The project manager is ultimately accountable for the success or failure of the project. This fact is something I struggled with early on in my career because it seemed that as the project manager I was being blamed for anything that did not go as planned. I had to learn that it was my job and that I had to take ownership of day-to-day issues, like it or not. I also had to learn that being accountable for a project that was not on plan did not always result in a negative outcome. Fires regularly occur on projects, especially complex projects. Being able to learn from my mistakes early in my career prepared me well for future issues.

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The Power of A Project Management Professional

noreply@blogger.com (Will Daniels) — Wed, 11 Feb 2009 21:25:00 +0000

As a certified Project Management Professional (PMP®), I proudly display the initials 'PMP' after my name. And as one might guess, I am often asked, "What does the 'PMP' behind your name mean?" The quick response is usually, "'PMP' means Project Management Professional. It's a professional certification for project managers in all areas and is the most widely recognized project management certification in the world." However, PMP certification means a great deal more than what's usually spoken.

A PM Framework
Project Management Body of Knowledge (PMBOK®) is the guide to the Project Management Institute's (PMI) project management practices. Contrary to what some may believe, the PMBOK is a framework for managing projects rather than a strict set of project management rules. The guide is not a flowchart of all possible management solutions from concept to project closeout. Instead the PMBOK framework contains a number of tools and techniques that encompass PMI's 9 Knowledge Areas which include:

Scope Management
Communications Management
Integration Management
Risk Management
Human Resource Management
Time Management
Cost Management
Quality Management
Procurement Management

Studying for the PMP Exam and using my own project management experience has equipped me with a solid project management framework. I studied the PMBOK Guide thoroughly for years to ensure I could apply what I learned in a number of different real-world scenarios that are typically presented on the PMP Exam. Having a solid background of the PMBOK Guide has significantly improved my ability to proactively make progress towards project closeout. Prior to being introduced to PMI's project management practices, I did not have a firm grasp on how to use of the 9 Knowledge Areas effectively. Now I can say that I have a framework for managing projects well within the specifications of the project requirements. Moreover, I know how to answer the question, "What is most important for the project?" at any given point in the project life cycle.

I will cover description of the 9 Knowledge Areas in a future post.

Discipline
Discipline before and after passing the exam is necessary to become PMP certified.

PMP certification requires hours of study time comparable to what is required for undergraduate and graduate-level college exams. A good method for passing the PMP Exam is to first create a study schedule that fits your life style regardless of how long the schedule spans. And, once the schedule is documented, the PMP candidate must stick to what he/she has planned. Balancing family life, personal life, and the career is certainly a challenge for most of us and I was no exception. It took me a few years (and a few schedules) before I was able to study for about 6 weeks and then pass the exam.

To maintain PMP status, everyone who passes the exam must be re-certified every three years. Re-certification can come through a number of different avenues including seminars, classes, white-papers, local chapter meetings, etc. (see www.pmi.org for re-certification requirements). A good project manager will be disciplined enough to manage his/her career, personal life and re-certification activities to ensure the PMP designation is maintained.

Ethics
The PMI Code of Ethics and Professional Conduct states that PMI-certified project managers, "are committed to doing what is right and honorable." The Code of Ethics also clearly describes the expectations of all PMP's in terms of responsibility, respect, fairness, and honesty. All PMP Exam candidates are required to sign a statement indicating they have read and understood the PMI Code of Ethics. It is also possible that the candidate will be given a few questions regarding the Code of Ethics on his/her PMP Exam.

In summary, being a certified PMP can be extremely beneficial to the project manager. The certification provides a framework for managing projects, requires discipline, and instills ethics - a commitment to what's right. From my perspective, these three elements represent the power of the Project Management Professional.

About The PMologist...

noreply@blogger.com (Will Daniels) — Tue, 10 Feb 2009 22:16:00 +0000

My name is William Daniels and I am a Senior Project Manager with over 20 years of experience. I have worked for a variety of Fortune 500 companies and have learned a lot about Project Management. And yet I feel there must be something else I can learn about this area.

More people have the job title "Project Manager" than ever before. I often ask myself, "What does it mean to be a Project Manager?" Based upon what I've experienced, Project Management varies widely across companies and even within them. Consequently, I decided to label myself a "PMologist" and go on a journey of sharing my PM experiences and learning more about Project Management along the way.

What is a PMologist? Well, PMology is the study of Project Management, according to me! That being said, a PMologist is a person who studies Project Management, carefully. What you'll learn here is everything you need to know to be a better Project Manager.

William Daniels, PMP - The PMologist