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 Topic: Project Management Tips & TechniquesThe new items published under this topic are as follows.
Tip #17: When a project is recognized as desperately troubled, first take action to contain the damage then worry about recovery! |
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Published on Tuesday, May 02, 2006 - 09:05 AM |
Theme of the Month: Preventing, Recovering, and Managing Troubled Projects
Robert L Fulghum wrote a wonderful little book some time ago entitled, "It Was On Fire When I Lay Down on It." For some of us this is reflective of our projects. This month we address the specifics of how to prevent, recover, and manage the troubled project. We will describe specific tips, techniques, tools, and procedures that when applied in the pre-charter and planning phases mitigate potential problems; in the execution and transition phases increase the potential for recovery; and in the post-delivery phase encourage stakeholders' recognition of benefits.
Tip #17: When a project is recognized as desperately troubled, first take action to contain the damage then worry about recovery!
Medics and rescue personnel confronted with truly desperate situations are trained first to “contain the damage� and once stabilized to then consider other options. This same approach must be applied to troubled projects having no remaining flexibility.
by B. D. Barnes, PhD, PMP, PE
Senior Consultant
International Institute for Learning, Inc.
Copyright © 2006, allPM.com
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Tip #16: When stakeholders do not respond to information or do not respond in an expected manner, alternative, proactive communication mechanisms may be necessary to avert trouble. |
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Published on Monday, May 01, 2006 - 06:18 AM |
Theme of the Month: Preventing, Recovering, and Managing Troubled Projects
Robert L Fulghum wrote a wonderful little book some time ago entitled, "It Was On Fire When I Lay Down on It." For some of us this is reflective of our projects. This month we address the specifics of how to prevent, recover, and manage the troubled project. We will describe specific tips, techniques, tools, and procedures that when applied in the pre-charter and planning phases mitigate potential problems; in the execution and transition phases increase the potential for recovery; and in the post-delivery phase encourage stakeholders' recognition of benefits.
Tip #16: When stakeholders do not respond to information or do not respond in an expected manner, alternative, proactive communication mechanisms may be necessary to avert trouble.
Most project managers have been exposed to Meyers Briggs Types. Recall that some (1) perceive by sensing or intuition and some (2) judge by thinking or feeling. Understanding your MBTI and the “type� of key stakeholders, i.e. key decision makers, may explain why some of the “messages� sent by the PM are not perceived and acted upon consistent with expectations.
by B. D. Barnes, PhD, PMP, PE
Senior Consultant
International Institute for Learning, Inc.
Copyright © 2006, allPM.com
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Tip #15: When most of the lower weighted or prioritized requirements have been deferred in lieu of extending the schedule or increasing the budget, the project is troubled. |
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Published on Friday, April 28, 2006 - 06:42 AM |
Theme of the Month: Preventing, Recovering, and Managing Troubled Projects
Robert L Fulghum wrote a wonderful little book some time ago entitled, "It Was On Fire When I Lay Down on It." For some of us this is reflective of our projects. This month we address the specifics of how to prevent, recover, and manage the troubled project. We will describe specific tips, techniques, tools, and procedures that when applied in the pre-charter and planning phases mitigate potential problems; in the execution and transition phases increase the potential for recovery; and in the post-delivery phase encourage stakeholders' recognition of benefits.
Tip #15: When most of the lower weighted or prioritized requirements have been deferred in lieu of extending the schedule or increasing the budget, the project is troubled.
If all of the deferrable requirements have been deferred and only “must� requirements remain while schedule, cost, and quality pressures build, the project may be said to be desperate. Stakeholders who have been kept well informed may not “like� these results but they definitely should be in a position to act responsively.
by B. D. Barnes, PhD, PMP, PE
Senior Consultant
International Institute for Learning, Inc.
Copyright © 2006, allPM.com
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Tip #13:Many troubles are nothing more than risk events that have unexpectedly manifested themselves, monitor the triggers or symptoms to reduce the potential for surprise! |
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Published on Thursday, April 27, 2006 - 07:01 AM |
Theme of the Month: Preventing, Recovering, and Managing Troubled Projects
Robert L Fulghum wrote a wonderful little book some time ago entitled, "It Was On Fire When I Lay Down on It." For some of us this is reflective of our projects. This month we address the specifics of how to prevent, recover, and manage the troubled project. We will describe specific tips, techniques, tools, and procedures that when applied in the pre-charter and planning phases mitigate potential problems; in the execution and transition phases increase the potential for recovery; and in the post-delivery phase encourage stakeholders' recognition of benefits.
Tip #13: Many troubles are nothing more than risk events that have unexpectedly manifested themselves, monitor the triggers or symptoms to reduce the potential for surprise!
Failure mode effects analysis (FMEA) requires assessment of risk detectability. The PM analogy of this is the "trigger". Make sure that those "owning" the risk work packages have identified triggers, where possible, for each risk and that these receive attention as part of each status, progress, and forecast report.
by B. D. Barnes, PhD, PMP, PE
Senior Consultant
International Institute for Learning, Inc.
Copyright © 2006, allPM.com
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Tip #14:When requirements continue to change prior to “baselining�, monitor the number of change requests per week to determine potential troubles. |
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Published on Thursday, April 27, 2006 - 06:50 AM |
Theme of the Month: Preventing, Recovering, and Managing Troubled Projects
Robert L Fulghum wrote a wonderful little book some time ago entitled, "It Was On Fire When I Lay Down on It." For some of us this is reflective of our projects. This month we address the specifics of how to prevent, recover, and manage the troubled project. We will describe specific tips, techniques, tools, and procedures that when applied in the pre-charter and planning phases mitigate potential problems; in the execution and transition phases increase the potential for recovery; and in the post-delivery phase encourage stakeholders' recognition of benefits.
Tip #14: When requirements continue to change prior to “baselining�, monitor the number of change requests per week to determine potential troubles.
Requirements may converge or diverge during the planning phases of the project. Monitoring the number of change requests per week should indicate whether the rate of requests is growing or diminishing to some stable number. If certain of the requirements appear to remain stable while others are volatile, perhaps a phased delivery approach is advisable.
by B. D. Barnes, PhD, PMP, PE
Senior Consultant
International Institute for Learning, Inc.
Copyright © 2006, allPM.com
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Tip #12: When dealing with team member motivation problems, i.e. “trouble�, ask three questions. |
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Published on Tuesday, April 25, 2006 - 06:31 AM |
Theme of the Month: Preventing, Recovering, and Managing Troubled Projects
Robert L Fulghum wrote a wonderful little book some time ago entitled, "It Was On Fire When I Lay Down on It." For some of us this is reflective of our projects. This month we address the specifics of how to prevent, recover, and manage the troubled project. We will describe specific tips, techniques, tools, and procedures that when applied in the pre-charter and planning phases mitigate potential problems; in the execution and transition phases increase the potential for recovery; and in the post-delivery phase encourage stakeholders' recognition of benefits.
Tip #12: When dealing with team member motivation problems, i.e. “trouble�, ask three questions.
Vroom and Yetton in their work of 1974 identified three questions that individuals must be able to ask and answer in the affirmative if they are to be motivated: (1) Do I know what is expected of me? (2) Do I expect I can perform that which is expected of me? (3) Do I expect a reward of value to me personally?
by B. D. Barnes, PhD, PMP, PE
Senior Consultant
International Institute for Learning, Inc.
Copyright © 2006, allPM.com
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Tip #10: Trouble often stems from a project life cycle with just a design phase. Make sure it contains a design and plan phase! |
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Published on Monday, April 24, 2006 - 06:47 AM |
Theme of the Month: Preventing, Recovering, and Managing Troubled Projects
Robert L Fulghum wrote a wonderful little book some time ago entitled, "It Was On Fire When I Lay Down on It." For some of us this is reflective of our projects. This month we address the specifics of how to prevent, recover, and manage the troubled project. We will describe specific tips, techniques, tools, and procedures that when applied in the pre-charter and planning phases mitigate potential problems; in the execution and transition phases increase the potential for recovery; and in the post-delivery phase encourage stakeholders' recognition of benefits.
Tip #10: Trouble often stems from a project life cycle with just a design phase. Make sure it contains a design and plan phase!
Too often development teams address “design and construction� phases with little or no emphasis on planning. The design phase must include planning for delivering the functional requirements within the expressed constraints of quality, time, budget, and risk.
by B. D. Barnes, PhD, PMP, PE
Senior Consultant
International Institute for Learning, Inc.
Copyright © 2006, allPM.com
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Tip #11: Cost effective testing is not something that is done once the software or the building or the new product, etc., has been produced. Trouble is often revealed in the Testing Phase, usually sequenced after construction. Move testing forward in the |
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Published on Monday, April 24, 2006 - 06:44 AM |
Theme of the Month: Preventing, Recovering, and Managing Troubled Projects
Robert L Fulghum wrote a wonderful little book some time ago entitled, "It Was On Fire When I Lay Down on It." For some of us this is reflective of our projects. This month we address the specifics of how to prevent, recover, and manage the troubled project. We will describe specific tips, techniques, tools, and procedures that when applied in the pre-charter and planning phases mitigate potential problems; in the execution and transition phases increase the potential for recovery; and in the post-delivery phase encourage stakeholders' recognition of benefits.
Tip #11: Cost effective testing is not something that is done once the software or the building or the new product, etc., has been produced. Trouble is often revealed in the Testing Phase, usually sequenced after construction. Move testing forward in the life cycle for more effective cost savings and customer satisfaction.
Plan for testing, evaluation, and modification as part and parcel of the execution or construction phase of the project life cycle. It is far more costly to identify and remove defects from a nearly completed system than from and in-process component.
by B. D. Barnes, PhD, PMP, PE
Senior Consultant
International Institute for Learning, Inc.
Copyright © 2006, allPM.com
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Tip #9: Many change control systems are difficult and time-consuming to use. Stakeholders often “go around the system� causing substantive trouble. Why not make it easy t o accommodate desirable changes. |
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Published on Wednesday, April 19, 2006 - 06:24 AM |
Theme of the Month: Preventing, Recovering, and Managing Troubled Projects
Robert L Fulghum wrote a wonderful little book some time ago entitled, "It Was On Fire When I Lay Down on It." For some of us this is reflective of our projects. This month we address the specifics of how to prevent, recover, and manage the troubled project. We will describe specific tips, techniques, tools, and procedures that when applied in the pre-charter and planning phases mitigate potential problems; in the execution and transition phases increase the potential for recovery; and in the post-delivery phase encourage stakeholders' recognition of benefits.
Tip #9: Many change control systems are difficult and time-consuming to use. Stakeholders often “go around the system� causing substantive trouble. Why not make it easy t o accommodate desirable changes.
The objective of effective change control should be to expedite, enhance, and enable desirable change. Make change control request forms easy to complete and to evaluate. Include sections that address the requestor’s willingness to accept trade-offs as well as expected benefits and pay-off!
by B. D. Barnes, PhD, PMP, PE
Senior Consultant
International Institute for Learning, Inc.
Copyright © 2006, allPM.com
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Tip#8: Trouble sometimes stems from omissions. It is easy to “forget� key components of a work package. A checklist reduces the potential of leaving out important considerations. |
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Published on Tuesday, April 18, 2006 - 06:39 AM |
Theme of the Month: Preventing, Recovering, and Managing Troubled Projects
Robert L Fulghum wrote a wonderful little book some time ago entitled, "It Was On Fire When I Lay Down on It." For some of us this is reflective of our projects. This month we address the specifics of how to prevent, recover, and manage the troubled project. We will describe specific tips, techniques, tools, and procedures that when applied in the pre-charter and planning phases mitigate potential problems; in the execution and transition phases increase the potential for recovery; and in the post-delivery phase encourage stakeholders' recognition of benefits.
Tip #8: Trouble sometimes stems from omissions. It is easy to “forget� key components of a work package. A checklist reduces the potential of leaving out important considerations.
allPM.com provides a WBS Dictionary Job Aid, download it now and modify I to meet your organization’s specific situation.
by B. D. Barnes, PhD, PMP, PE
Senior Consultant
International Institute for Learning, Inc.
Copyright © 2006, allPM.com
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Tip of the day:
Establish an environment where reporting bad news in a timely manner is encouraged rather than an environment where fear prevents the flow of critical information.
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