September 22, 2007
Successful Project Management
Michael Dobson, in his book, “Practical Project Management”, defines project managers as people responsible for doing something that has never been done before, for people who don’t know what they want, who must first predict the unknown, make a plan to cope with the unforeseen, execute the plan with too-limited resources that they do not control, and who are held completely responsible for the results, even if miracles are required.
How many of you have a job description that reads like that – or should? As a professional you are often called upon as the expert in your field – and rightfully so.
If you’re one of the best you’ve probably been tapped to “manage” a project – yet you’ve had no formal training in project management. So here you go from being the best at what you do, to doing something you haven’t had little or no experience with since your 8th grade science project.
Your goal, as with any project, is to bring it in on time, under budget and with the desired results. Too often we fasil at these “triple constraints” because the project isn’t clearly defined, properly planned or effectively monitored throughout the project implementation phase.
Project management isn’t just about timelines and Gantt charts.
Certainly it (they are synonymous) is an important tool – and
one that will help to monitor the progress of your project.
However, have you clearly identified the need and/or opportunity? Who is your stakeholder? Have they defined not only the “triple constraints” but also identified what the driver and weakest constraints are?
With your project clearly defined write a S.M.A.R.T. goal statement. A SMART goal statement must be Specific, Measurable, Agreed Upon, Realistic and Time Bound.
A well-written need/opportunity and mission statement will provide you and your project team the focus and drive it needs to succeed.
With your project clearly defined and a well-written goal statement in place; only now are you ready to roll up your sleeves and start planning.
Schedule an onsite
presentation for your staff
TODAY!
A Leader Development
Institute
Success Series Seminar
Solutions@LDiworld.com
1-888-474-8534
1-88VISIT LDi
| If you haven’t already done so, now is the time to bring your project team together. If you are thinking you don’t have a team and you’re out there alone and unafraid – think again.
Unless you live in a vacuum, a bubble or a closet, you do have a team that will be needed in order for you to succeed at your project. Granted, your team may not be assigned to you formally, but you do have individuals out there you must rely on to accomplish certain aspects of your project – these individuals are your team.
Bring them together and develop a Work Breakdown Structure (WBS). This will be your opportunity to identify as many tasks as possible. You won’t want to let unidentified tasks slip through the cracks. Tasks cost time, money and they can affect performance.
You want to run late, over budget and have performance suffer? - fail to properly develop a Work Breakdown Structure.
Now that you have identified your tasks you’re ready to build your PERT/CPA and Gantt chart/timeline.
Both the PERT and Gantt are effective tools you can use to monitor your project’s progress and assist you in making decisions. Used effectively these tools will give you a “picture” of the project schedule and the relationship between tasks.
No one is going to suggest projects won’t come without change; it is in fact the nature of projects. There are going to be things that you can’t account for, circumstances may change, resources may be in short supply.
However, by understanding the fundamentals, you can work to mitigate those changes and challenges and indeed look like a Project Miracle Worker. | 
Send To A Friend
Print Friendly Version
