Just because you've been a project manager since the days of "Gilligan's Island" is no guarantee that you are an effective project manager.
As a matter of fact, you may be still trying to get off your island. Even the Skipper and the Professor can't seem to help...encouraging...huh?
So, how can we produce intended or desired results in our projects? Here are 10 tips. Forming habits requires time and effort, but let's decide first which of these would be most helpful.
The term "risk" means different things to different people. Some individuals think risks are negative events (i.e., threats); others include positive events (i.e., opportunities). Whether you are starting a project or a program, be clear about what you mean by the term risk.
Many project managers and project teams approach their projects with no idea of how they plan to identify risks, assess risks, define risk response plans, implement response plans, or monitor risks. Don't make this mistake. Define a risk management plan and reach agreement with your team as to the approach and the amount of rigor you plan to use.
The success of a project manager largely lies in the individual’s ability to communicate. Some project managers have great oratory skills but don’t ask the right questions at the right time.
Here are some key questions for each of the project management process groups. This is not meant to be a comprehensive list; just some questions to get you thinking. Neither will you need to ask all of these questions for every project.
Keep in mind, the project process groups are seldom sequential, one-time events; they are overlapping activities that occur throughout the project.
The Project Charter
Unfortunately, many people think of the project charter as an administrative hoop they must jump through to get their project approved. Therefore, many charters are written hastily with little thought.
The value of the charter process is engaging stakeholders, discussing the issues, resolving conflicts, and getting agreement as you initiate the project. The stakeholder interest is considered and aligned, resulting in less likelihood of costly changes later in the project.
For most of my career, I have served in financial service organizations. As a project and program manager and PMO director, I’ve had the responsibility of procuring the necessary products and services from sellers. In other words, I was a buyer.
I recently left the corporate world to develop my LLC where I provide consulting services and teach courses to help project managers prepare for their PMP and PMI-RMP exams. Now, I am a seller.
Whether you are or a buyer or seller, good communication and doing what you say is critical to success. What can we do to get everyone on the same page and for the buyer and seller has a mutually beneficial relationship? Allow me to offer three recommendations.
1. Define the Buyer/Seller Relationship
First, healthy buyer/seller relationships require clarity in the roles and responsibilities. Think about a project that requires third-party professional services. Perhaps you need an outside team to develop a new software application.Continue reading
As we initiate our projects, we may find that our organization lacks the skills and knowledge to create the project deliverables and meet the project objectives. In other cases, we may need products outside of our organization. Project managers use procurement management to secure these needed products and services.
The Project Management Body of Knowledge (PMBOK) says that Project Procurement Management “includes the processes necessary to purchase or acquire products, services, or results needed from outside the project team.” Our ability to find and procure the right resources at the right time will enhance our chance for success.
So, how can we improve our project procurements? Start by developing a Procurement Management Plan. The plan describes your approach to acquiring the necessary products and services from outside organizations. This plan may include things such as:
Have you ever experienced surprise TKO (Technical Knockout) project? You never saw it coming. There was no countdown. Bam! Your project was over.
Imagine a marketing project. You and the team had been charged with implementing a fresh marketing program for a long-time product. Furthermore, you’ve been asked to deliver the program in record time.
The team had been working overtime for four months. Blood, sweat, and tears. You weren’t sure if you could make the deadline or not, but you were trying every trick of the trade.
Little did you know that senior management had been discussing the possibility of killing the project for the past month. Why? The senior team had discovered that a competitor would soon roll out a far superior product requiring your company to divert its resources into product development.
Then the day came. Your project sponsor called you to her office and told you that the party is over — close the project. As you left her office, you wanted to crawl in a hole.
Where does a project manager go from here?