by Tom on January 11, 2009
The PMI has released the 4th edition of the Project Management Body of Knowledge, and while the members only-PDF cannot be opened by Mac computers due to an obscure plugin (which was also difficult to install on my Windows computer), this update to the third edition of the PMBOK can be regarded as an important milestone.
Some of the changes focus on removing incoherence between the different chapters, others remove conflicts with other PMI standards. The overall number of processes has been decreased from 44 to 42, and a standard approach for discussing changes and corrective actions etc has been introduced.
As a result of these changes, also the PMBOK glossary has been changed. Somme definitions have been added, others have been removed. In order to provide transparency, we will add the new definitions to our project management glossary but not delete the ones that have been removed from the PMBOK. Instead, we will add to each definition in which PMBOK editions the term has been used. We hope that this accommodates your needs.
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by Tom on January 4, 2009
Is your job as a project manager making you feel angry, frustrated or that you just don’t care anymore? If so, you might be experiencing burnout. Some of the signs and symptoms of burnout include:
- inability to concentrate
- feeling everything is wrong and nothing is working out
- emotional exhaustion
- feeling trapped and/or powerless
- irritability and frustration
It is important to note that burnout is not the same as stress. Stress usually involves “too much”. There are too many pressures or physical and psychological demands. Though burnout can be caused by stress it is about “not enough”. It means feeling empty with no motivation and being beyond the point of caring.
Burnout most often affects the top performers in an organization, such as a project manager. People who strive to be better and achieve success often drive themselves into burnout because they are unable to recognize the signs of stress, adapt their behavior or change their attitudes.
A project manager who is experiencing burnout might shut down or become apathetic. Some might even become self-destructive or strike out at co-workers without thinking. Silly mistakes occur because of the inability to think clearly. Ultimately, the burnout can cause the shirking of responsibility or the tendency to take the path of least resistance.
If you’re a project manager who has noticed burnout symptoms, create a list of of things that are improving and identify areas in need of improvement or attention. Also, identify areas of stagnation because that is most likely the cause of the burnout. Sometimes just identifying the problem can help lead to fixing it.
If you’re still feeling on the verge of burnout you might also try requesting a transfer, asking for new duties or maybe even taking some time off.
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by Tom on December 21, 2008
Successful project managers avoid wasting valuable time and are more productive. The following time management tips can help lead to such increased productivity.
- With a comprehensive plan, everyone on the team knows where the focus should be, allowing the project manager to spend less time dealing with issues caused by confusion and more time tracking progress and moving the project forward.
- Don’t waste time on endless team meetings. Enforce an agenda that keeps meetings short and to the point. Discussions about big issues should only include individuals that are directly involved. It is pointless to have the whole team sit through a discussion when they could be working.
- Following the Pareto Principle, or the 80/20 rule, can also improve productivity. As a project manager it pays to focus on the 20 per cent of activities that are most important since these tasks can yield 80 per cent of the desired results.
- There is no need to get involved in the technical work. It is the project manager’s job to allow the carefully chosen team to concentrate on their work. Instead, spend time steering the project to success. When the project manager loses sight of the big picture problems are created rather than solved.
- Making a daily to-do list, and crossing items off the list as they are completed, gives a sense of satisfaction and keeps the project manager focused on the day’s objectives.
By following these time management tips the project is sure to move forward and have a greater potential for success.
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by Tom on December 2, 2008
In project management, top-down planning gives senior management control of the decision making process. Top-level managers are often reluctant to accept advice or guidance from lower level employees. Therefore, upper management should be specific with their expectations if they want those who aren’t part of the planning process to follow the plan. Often this type of planning, which can invoke fear or rely on incentives, creates problems with motivation and moral.
Some critics might hold that using top down planning in project management is not taking full advantage of talented employees who could have much to offer the project. On the other hand, top down planning allows for the division of a project into steps which can be studied and tasks properly assigned.
With bottom-up planning, a greater number of employees are involved, each with a specialized area of expertise. Team members work together and and take their plans to the next higher level until reaching the senior management level for approval.
Advantages to bottom-up planning is that lower-level employees take a personal interest in the plan which can improve motivation and moral. Though lower-level team members help to develop and implement the plan, it is primarily the project manager’s responsibility to see that the project is completed within budget and on time.
A blend of the two approaches is probably best in most cases. Needs can be determined at the top with accountability falling at lower levels. By combining the vision of senior management with the skills of lower-level team members efficiency and project success are more likely.
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by Tom on November 15, 2008
Workplace interruptions can wreak havoc on project management production. The more people in your organization, the more potential there is for interruptions to occur. We’ve all heard about water cooler conversations where an interesting topic can attract a small crowd and in the meantime not much work is getting accomplished. Also, imagine that anytime a team member has a question they just barge in to their co-worker’s office. Multiple interruptions like this can slow down productivity and potentially cost the project time and money.
The use of email helps with time management, avoiding telephone interruptions or people stopping by unannounced. Communications can be responded to at a worker’s convenience rather than stopping and starting on important tasks.
However, another innovative project management idea might be to implement a “daily work break”. Not the kind where co-workers sit down and chat over a cup of coffee or where one plays Tetris to help clear the mind. Instead, this break is a one to two hour, interruption free, time to focus on work at hand. Possible rules might include:
- No one enters another person’s work space.
- No telephone calls between offices.
- No instant messaging
- No scheduled meetings.
- Outside callers will leave a message.
Of course, if there could be exceptions for emergencies.
The optimal time for such a break would probably be mid-morning, giving workers time to settle in before concentrating on work and allowing time to return phone calls before lunch.
Taking a daily work break can be an effective project management tool, but as project manager you must decide whether it is the best idea for your own team.
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by Tom on November 2, 2008
Everyone enjoys getting a gift certificate or a bag filled with vendor items, but is giving rewards to project management team members really a good idea? It can be argued that by tangibly recognizing accomplishments, production and time management will improve. However, before choosing to take up such a practice it might be wise to look at the pros and cons.
One potential problem is that if gifts are given too often it could become expected and lose its motivational value. However, it could be that when team members know they are appreciated they will be more likely to work harder and stay with the company. If your project management team already receives bonuses that are expected and no longer special, it might be feasible to add another incentive.
Tying the reward to a milestone could be advantageous. Perhaps offer something special when a project phase is accomplished early or on time. Or maybe take everyone out to lunch if the team comes in under budget. The reward doesn’t have to be expensive, it just needs to convey a feeling of appreciation and something that both you and your project management team can enjoy.
The practice of gift giving can be a useful tool, but be sure you are up for the challenge. Be aware of what works with your team (every team is different) and don’t be afraid to try new approaches. Use any downtime you have with care and do whatever you can to keep the project management team motivated.
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by Tom on October 28, 2008
Achieving a workable balance between freedom and rigidity in project management can be tricky. Too much rigidity and creativity can be stifled, but giving too many freedoms can lead to a nonproductive team and, potentially, a failure of the project. So how does a project manager ensure there is a healthy balance between the need for discipline and the flexibility of freedom necessary to complete a project successfully?
Many project managers would agree that there is too much bureaucracy and an abundance of unnecessary paperwork involved in most projects. Detailed processes can overwhelm a simple task and make getting to the end of the project a nightmare.
As a project manager it is necessary to find a happy medium between the extremes of rigid discipline and responsiveness to the stakeholder. A system should be set up that establishes clear boundaries so that everyone is aware of their limits and latitudes in the workplace. It is important that there be enough freedom for innovation, creativity and personal judgment, while effectively maintaining organization and governance.
It is the project manager’s job to enforce these boundaries (or even change them if necessary) to keep things running smoothly throughout all phases of the project.
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by Tom on October 27, 2008
With the advent of new technologies, virtual meetings are becoming increasingly popular in project management. However, the rules for conducting a meeting in person should be revised to make the virtual meeting more effective.
Project managers are expected to apply new skills that incorporate the use of technology so that those present will be attentive and engaged. It’s difficult enough to run a meeting where all the participants are in the room, but oftentimes team members are taking part in the meeting from a remote location by phone or computer.
The basic guidelines for running a project management meeting remain the same. Relevant people should be invited, objectives should be defined, and the meeting should be started on time. However, the technology itself calls for a few added rules to be followed.
Some basic ground rules might include, logging in 10 minutes before the meeting, stating your name when you speak and avoiding multitasking by turning off cell phones and staying out of email.
It’s always a good idea to send out pertinent information before the meeting, but with virtual meetings this practice is even more crucial. Information should include items that need prior review, an agenda, ground rules, and technical instructions. Project management team members need to know when it’s okay to hit the mute button, how to place the call on hold or how to log in to the meeting.
Also keep in mind is that the nonverbal clues most project managers are accustomed to will be absent. You won’t necessarily know if participants understand or are even paying attention to what is being said. Because of this, the need to be clear and explicit becomes even more critical.
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by Tom on October 14, 2008
Nearly every project taken on by the project team requires some negotiation. Ideally, decisions would be reached easily with everyone in agreement for what is best for the project and all involved, but sometimes one side might be trying to get the better of the other. In these instances it pays to have a full understanding of the processes of negotiation.
Here are some guidelines to consider when negotiating.
- Having high aspirations will lead to a more successful negotiation.
- Do not reveal your initial position.
- Think about concessions before making them.
- Ask questions to find out more about the other side’s position.
- Be discreet and only reveal the information necessary at the time.
- Check to see there is proof behind any assumptions being made.
- Take your time. Quick settlements aren’t always the best ones.
- Develop a plan beforehand to improve performance during a negotiation.
- Stick to the plan and stay focused throughout the entire process.
- Use power-play sparingly or retaliation could follow.
- Know when to walk-away and say, “No Deal”.
All too often, negotiations end poorly, but by using the guidelines above you should be on your way to a successful negotiation that meets the needs of all participants.
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by Tom on September 29, 2008
As a project manager you know that some projects take a long time to reach completion. Because of this, it pays to have milestones along the way to help keep team members focused and motivated. A short break to showcase the efforts being made can help everyone on the team to see the bigger picture and grasp where the team stands in the overall scope of the project.
Team members should have a voice in determining milestones and in targeting completion dates. They may even have a better feel than the project manager of just how long each milestone will take to accomplish. In addition, if the team members help set the deadlines they are likely to be more committed to meeting them.
Once the milestones have been agreed upon, the project manager and team should create a comprehensive plan for achieving those goals. Clear guidelines should be set for the various work phases so that each person knows his or her responsibilities.
Having met the milestone, it is then time to relax and celebrate. Doing so can help refuel and energize the team for work yet to be done. It is probably best to avoid celebrating specific accomplishments of one group, but instead to celebrate team successes.
Plan your celebrations early and let the team know what is to come. Whether it’s happy hour at a local restaurant or a catered lunch in the office, the cost is minimal when weighed against the potential benefits. The most important thing is to sincerely acknowledge and convey gratitude for what has been accomplished.
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