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*allPM Co-publisher, Judy Umlas
*allPM Co-publisher,
Frank Saladis, PMP
*Project Management Events
*allPM January Poll Results
*Feature: Top Ten Practical Tips in
MS Project 2000, by Eric Uyttewaal, PMP
*Spotlight
on PM in Government: Virginia Department
of Transportation
Anatomy of a Failed Electronic and Document Management System, by
Bruce L. White, CRM, PMP
*Feature: Project Management Poetry,
Scope “Creepy”, by Rachel
Goldstein, allPM.com Bard
*Column:
Positive Leadership in Project Management: Eleventh in a Series: The
Art of Meeting Leadership, by Frank Saladis, PMP
*Column: The Two Faces of Risk
Management, by Dr. David Hillson, PMP FAPM
*Column: Phase
Containment Effectiveness, by Radha Sanjay
*Winner
of Student Forum Competition! Column: COMMUNICATION
IN THE WORKPLACE, by Kate McLeod, PMP
*Column: Spinning Project Status To Senior
Executives, by Tim Kress, PMP
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allPM
Newsletter Co-publisher, Judy Umlas
 The short days of winter are beginning to imperceptibly
lengthen. We are only dimly aware of it, but we take note of
the time in the late afternoon, and notice that there is still
light around us. Even as we glance out our office building
windows, there is enough light to give us just the hint of
spring to come, and we welcome it.
Light shines in many forms, and
this month we have been shining our allPM.com light -- through
the generosity and expertise
of Dr. Harold Kerzner – on a topic that normally does
not get a lot of play: "Tips for Project Management Sponsors
and Executives." Historically, according to Dr. Kerzner,
tips and best practices for project management have focused
heavily on evaluation and use by the project manager, line
managers and team members. While it is true that some of these
same tips and best practices could be applicable to executives
and sponsors, says Dr. Kerzner, very little has been done to
focus specifically on the senior levels of management. So that's
what we have been shining our spotlight on this month, and
we hope it has been helpful. Our deep appreciation and thanks
to the world renowned guru of project management, Dr. Kerzner,
for making these tips available to us all.
In "light" of this theme, we
are especially happy to have an article by an allPM.com reader/member,
Tim Kress,
PMP about "Spinning Project Status for Senior Executives."
This will help expand on some of the issues raised by Dr. Kerzner
in his daily tips.
We are also very pleased to shine our allPM.com spotlight on
government once again - we have an excellent "ouch" of
an article on the Virginia Department of Transportation, "Anatomy
of a Failed Electronic and Document Management System" by
Bruce L. White, CRM, PMP. This painfully honest and forthright
piece will send shivers of recognition and "thank heavens
it wasn't my project" down your collective spines,
but there are wonderful lessons to be learned from it. In this
issue our New York Times allPM "Bard" provides
us with another PM Poem, this one called "Scope Creepy".
See if you can recognize the original inspiration for this
"take off." Well done, Rachel Goldstein! Keep up
the good work. Don't forget that any of you can submit
your PM poetry at any time as well - just send your creative
compositions to me at judy.umlas@allpm.com!
Risk "Doctor" David
Hillson, PMP gives us a look at what he identifies as the two
faces of Project Risk Management: the forward looking radar
and the rear view mirror.
We are also pleased to have the
paper of the other winner of the allPM and IIL sponsored
Student Forum in Ottawa, Canada,
Kate McCleod, PMP: Communication in the Workplace. It is an
extremely thorough and thought-provoking article/white paper.
Frank Saladis gives us a wonderful, precise and practically
guaranteed formula for running successful meetings in his "Positive
Leadership In Project Management" Series: The Art of
Meeting Leadership. It is yet another of his "must-reads."
We also want to announce officially that Frank’s live
eLearning Leadership webinar series through IIL will take place
in April.
The price of the four session series is $245, and allPM.com
members can participate for $225. If you tried to attend the
SRO sessions that Frank has led at PMI's Global Congress,
you will know you want to participate in this series. All you
need is a computer! You can be anywhere in any of the 90 countries
that our members are from. A high speed connection is desirable,
but not absolutely necessary. Let us know if you want further
information and we will send you the course outline email
positive.leadership@iil.com.
Another article in this edition
of allPM Today is on the Phase Containment Process about
how project teams should diligently strive to identify and
fix
problems at the earliest possible
point in the development life cycle written by Radha Sanjay.
That's
something we all want and need to know about.
I also want you all to know that
this month we have appointed allPM.com's first "MVP" (Most
Valued Professional), and his name is Harry Waldron.
Those of you who frequent our many fascinating Forums must
know his name. That's because
he pops in on so many of them with a great deal of valuable
information each time. Thank you Harry, for your many and frequent
contributions, and we have given you a free pass to any one
of Dr. Kerzner's Best Practices online seminars. We are "sniffing"
out the next MVP - so please support our Forums. They
want and need your expertise and interest.
Speaking of Forums, we are launching
a new one in March about PM in Government. This is thanks
to our relationship with PMI's
GovSIG, and we are extremely pleased to have Lee Lichtenwalner,
head of the GovSig as the Forum Moderator. We hope to get some
lively dialogues going, so please tune.
The last thing I want to tell you
about this month is this: it’s "uh oh, I feel another
contest coming on!" Not
too long ago, we had a contest in which the 10,000th member
won a great sackful of prizes! We are almost at 14,000 members
now, so we are feeling the urge to have a 20,000th member contest.
Bigggggggg prizes (yet to be determined, but don't let
that stop you!). Seriously, though, the value of the information
and resources you receive at allPM.com are the real prize – the
"sackful" of
prizes is just icing on the cake. Take advantage of all that
we have to offer, and get your colleagues to sign up as well.
So, as February moves toward March
and the seasonal light grows longer, let me wish you this:
may all your projects be
inspiring and full of light - along with great success
and great results. "See you" in March.
Judy Umlas
Judy.Umlas@allPM.com
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From the Co-publisher's Desk-
Frank P. Saladis, PMP
 allPM.com is on a continuing mission to provide
practicing project managers with tools, techniques,
and information that will help achieve project success.
Project managers face numerous challenges on a regular
basis and we believe that having a resource such
as allPM.com can help smooth the way. There is one
challenge, though, that does require some additional
attention. The challenge is that of meeting the expectations
of project sponsors or project executives and establishing
an effective and supportive relationship.
By definition, a project sponsor authorizes the use of resources
and funds to support the project and provides high level support.
Project sponsors and executives expect the project manager to
coordinate the day to day activities of the project and to develop
and maintain a high performing team. They also expect the deliverables
to be completed on time, within budget, and according to the
agreed upon scope (that sounds familiar). Unfortunately that
is much easier said than done. A good working relationship with
the sponsor including a clear understanding of expectations and
the ability to effectively communicate is essential if the project
manager wishes to continue his or her assignment or is expecting
to receive a reasonably good performance appraisal.
Throughout the month of February and
in this issue of allPM Today, we focus our attention on the
importance of the project
sponsor / executive role in project planning, implementation
and supporting the project manager and project team. During this
month you can find tips each day on our home page about how to
communicate with your sponsor and how to manage the relationship
to ensure that the sponsor does not become involved in the day
to day management of project tasks (if you missed any of these
worthwhile tips, click on "Articles and Tips" on
the home page menu, and then click on "Articles").
We, as project managers need our sponsors
to address the issues and concerns that we do not have the
authority level to resolve.
Project sponsorship is a significant responsibility and the sponsor
has made a commitment to support the project through completion.
The working relationship between project manager and project
sponsor is therefore a critical success factor. allPM helps to
provide a bridge or a conduit for success between project manager
and project sponsor by providing techniques, suggestions, lessons
learned and the advice of experts in the field. Dr. Kerzner and
the allPM writers and contributors keep the sponsor - project
manager connection working well and that connection really makes
the difference between success and failure. So consider this
issue your portal to the strategies for a stronger and more effective
management linkage between project manager and the project sponsor.
Frank P. Saladis, PMP
Frank.Saladis@allpm.com
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Partial Listing of Upcoming
Project Management Events
For a complete listing of events, or to add your own event
for free, please visit the Online Calendar at allPM.com
Requirements Management 2-day
Workshop in CHICAGO
March 2, 2004
http://www.orasiglobalservices.com/news/seminars.html
Project Contracts Management
March 8, 2004
http://www.iil.com/str_link_all_results.asp?select_cartid=406
PM Certification on-line
March 15, 2004
http://www.iil.com/str_link_all_results.asp?select_cartid=415
Earn PDU Credits: Requirements Management 2-day Workshop
in DENVER
March 22, 2004
http://www.orasiglobalservices.com/news/seminars.html
PMI France-Sud: Accueil des nouveaux members
March 25, 2004
www.pmi-fr.org
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January Poll Results
Does your organization utilize
Value Management?
Yes 37.50 % (12)
No 43.75 % (14)
No, but we are interested in learning more 18.75 % (6)
Total votes: 32
February's poll
question is:
Benchmarking is a good way
for PMs and Executives to learn PM best
practices. My company:
a. benchmarks own industry
b. benchmarks other industries plus own
c. does not benchmark
If you have not already done
so, please stop by allPM.com and add
your opinion today.
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allPM Today
Tips Feature
Top Ten Practical Tips in MS Project 2000, by Eric Uyttewaal,
PMP
Tip # 4
Your WBS is a deliverable-oriented
breakdown structure. The deliverables typically are the
summary tasks. It would be nice to be able to assign
a responsible person for each deliverable. However, if
you assign to a summary task you create extra effort
that you may not intend. Responsible people do not necessarily
spend effort on the deliverable. Typically, each deliverable
also has a milestone. Assign responsibilities for deliverables
by assigning to its corresponding milestones instead.
(see book page 235)
SUBMITTED TO MPUG, Nov 2001
Eric Uyttewaal (BS,
Engineering; MS, Business Administration; PMP) is Director,
Microsoft Project Certificaton, International Institute
for Learning, Inc and author of "Dynamic Scheduling
with Microsoft Project ® 2000." This tip appeared in
the 3/2001 MPUG eZine.
Spotlight
on PM in Government: Virginia Department of Transportation
Anatomy of a Failed Electronic and Document Management System
Written by: Bruce L.
White, CRM, PMP
Building a road is a time consuming and document-intensive process that can
take 12 years or more from concept to completion. Thousands of records, from
traffic and environmental studies, to plan sheets, permits, property acquisition
files and contracts are created during the process. Highway construction is
today also a litigious process, as individuals and groups attempt to stop or
delay projects through the courts. As a result, managing project records has
become a time-consuming but extremely critical element for ensuring success.
Bruce L. White, CRM, PMP, is a Senior Records Analyst
with the National Archives and Records Administration.
He has over 20 years experience in the government sector.
Bruce has a BBA and an MA in Management and holds both
the Certified Records Management (CRM) and Project Management
Professional (PMP) credentials.
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Project
Management Poetry:
Scope "Creepy"
By Rachel Goldstein, Newly Appointed "allPM.com
Bard"
Once upon a midnight dreary
I was feeling weak and weary
And my eyes were tired and teary,
Staying late at work,
Just like so many times before.
At my door, the users standing
Their requirements expanding
In their hands were lists, demanding -
Quoth the clients -
Ever more.
For my project's scope
was creeping
Though I felt I should be sleeping
To escape abuse they’re heaping
I keep doing
Ever more.
Rachel Goldstein is a Senior Systems Analyst at The New York Times, a member
of the NYT Company-wide Project Management Task Force.
She
has been a
Project Manager in IT for close to 20 years, and the poetry and song parodies
have been going on for longer than that.
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Column: Positive Leadership in
Project Management - Eleventh in a Series - The Art
of Meeting Leadership
Written by: Frank P. Saladis, PMP
I have spoken to project managers
from many organizations, industries and levels of management.
When the subject
of meeting effectiveness comes up, generally during discussions
about communications, I ask a simple question: Do you
frequently attend meetings that are basically a waste
of time? Or, Have you ever attended a meeting and couldn’t
understand why you where there? The truly amazing thing
about these questions (actually it's almost frightening)
is the huge number of people who answer yes! In every
classroom, or seminar I am facilitating, whether there
are 10 people or two hundred, the response is always
the same.
Frank P. Saladis (PMP) is
Senior Consultant with International Institute for Learning,
Inc. He has been involved in the development of standardized
Project Management Guidelines (PMGs) for the AT&T
Corporate Information Technology Services (Corporate
ITS) organization and is the author of the Project Evaluation
Review Process (PERP). He is the former President of
the NYC PMI Chapter.
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Column: The Two Faces of
Risk Management
Written by: Dr.
David Hillson, PMP FAPM
Risk management is about looking
forwards, scanning the uncertain and unclear future in
an attempt to discern what awaits us. It offers businesses,
projects and individuals a "forward-looking radar",
identifying threats to be avoided and opportunities which
might be captured. Even though the precise details of
such uncertainties may remain unclear, the "risk
radar" can make us aware of their location and
size, helping us to formulate appropriate action plans
in advance.
Dr. David Hillson, PMP FAPM
FIRM MCMI is an international risk management
consultant, and Director of Risk Doctor & Partners
(www.risk-doctor.com).
His specialty is risk technology transfer, assisting
organizations to develop in-house risk processes, and
he is a popular conference speaker and author on risk,
winning several awards for his papers. He is recognized
internationally as a leading thinker and practitioner
in risk management, and his recent emphasis has been
the inclusion of proactive opportunity management within
the risk process, which is the topic of his latest
book "Effective opportunity management : Exploiting
positive risk", published in 2003 by Dekker
of New York.
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Column: Phase Containment Effectiveness
Written by: Radha Sanjay
Basics of Phase Containment
Phase containment's thesis is that project teams
should diligently strive to identify and fix problems
at the earliest possible point in the development life
cycle. It is well established that the longer a problem
persists, the more costly it will be to eventually correct.
(For example, it is far less costly to correct an error
in the architect's drawing, than in the finished
building). As the probability of downstream faults grow,
so does the likelihood that the project will suffer substantial
costs and delays. As applied to software projects, phase
containment measures the quantity of problems escaping
the earliest possible review (containment) points. The
higher the number of escapes, the more likely the project
will experience delays, quality problems and/or cost
overruns.
Radha Sanjay is a Senior Project Manager from Utilities
Vertical of Wipro Technologies.
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Column: Winner
of Student Forum Competition!
sponsored by allPM.com and IIL
COMMUNICATION IN THE WORKPLACE
Written by: Kate
McLeod, PMP
1.0 INTRODUCTION
The purpose of this paper
is to consider typical communication in the workplace
and to highlight problem areas and approaches
to rectify these. As communications is the cornerstone
of business and, indeed, of relationships between various
cultures, groups and even nations, it is arguably the
single most important dynamic in the human context. Yes
it is often largely overlooked. This composition will
attempt to reinforce the writer's opinion that
communication is the single most important factor in
ensuring overall project management success. Various
types of communication and information flows will be
examined, as well as triggers for communications failure
and the impact of same. Elements of communication planning
and execution in the Project Management Body of Knowledge
(PMBOK®) will be referenced where appropriate; other
expert knowledge and literature supporting the thesis
will also be included.
This writer has had approximately thirteen years experience
working in an office environment, fulfilling varied roles
such as administrative assistant, marketing representative,
corporate channel sales, and Information Technology (IT)
project management. The writer draws on her personal
experience in corporate communication (or lack thereof)
to form the basis of this paper, and to place the theories
into context and to offer concrete examples of communications
and failures.
 Kate
McLeod, PMP lives in Ottawa, Ontario where she
is currently the Project Manager for the Canadian government’s
Employment Insurance on-line benefit application (http://www.hrdc-drhc.gc.ca/ae-ei/dem-app/english/home2.html).
Prior to joining the federal government in 2001, Kate
worked as a project manager for two Ottawa-area high
tech companies. Kate received a B.A. in Political Science
from York University in 1987. She is a graduate of the
Compuskills Information Technology's Web Development
Program (1998), and Algonquin College's Project
Management Program (2002). Kate received her PMP designation
in 2002.
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Column:
Spinning Project Status To Senior Executives
Written by: Tim Kress, PMP
The Cambridge
Dictionary of American English defines Spin as "A particular
way of representing an event or situation to the public
so that it will be
understood in a way that you want it to be understood".
Spin is an essential communication technique for today's
project manager.
The most important thing is for you to control the message
Executive project sponsors need
to be kept informed on some level of the status of your
project. Since all projects
hit inevitable bumps, it is critical that you maintain
control over the message that the executive receives. If
you allow others to be seen as the source of information
on your project, you may not like the way that they explain
project issues to the boss. If you lose control over executive
communication you will find yourself spending your valuable
time doing damage control instead of promoting your project's
achievements.
Tim Kress has
been an enterprise project manager and technical advisor
for the past
15 years in the communications, banking, and software
industries. Tim specializes in managing revenue positive
technology projects. He also directs new product rollouts
and cost saving initiatives in non-technology areas.
Since 2000 Tim has served as the Technology Implementation
Manager for Cox Communications, a Fortune 500 company,
in West Warwick, RI.
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