Posted By
on
March 9th, 2007
“Effective project management is a key process within our business” is a turn of phrase that I’m sure most of us have heard on more than one occasion. And it is a good sign that a company has recognised the skills required to manage change. However, all too often, it would seem that companies throw this phrase around with very little practice to back it up.
What follows is a fictional example based on a SME with a not inconsiderable annual turnover and good market penetration - a company that should really know better.
Our company operates in a business sector that is ‘hotting’ up – and is starting to get interest from (competing) major players. Our company therefore has to be able to react to change rapidly. The adage ‘adapt or die’ seems to fit well.
So our company started to look at formalising their project management methods. They drew on the combined experience of a few senior ‘suits’ that had been loosely involved in projects in the past and came up with a standard document that would help to identify the key information required to make a project successful. Sounds good so far.
And indeed, the document collects some valuable information - The project owner, the sponsors, a brief synopsis describing the aims of the project, and it’s (measurable) objectives. Also the Scope, approach, timescales, roles and risks.
Now, depending upon your methodology of choice, we could argue that this initial document should include some further information, but in the main I imagine you would all agree that this is a sensible starting point.
So what next? Well, this is where the problems begin. The document is passed around and the primary stakeholders dutifully sign up to the project. The document is then filed away – safe and sound. And there it stays. Not once is the document referred to. Not once is progress measured against the objectives. Any semblance of formalising the process disappears into a cold dark filing cabinet.
So, the ‘project’ stumbles along, the work gets done, and although it may not be the model of efficiency, the objectives are met. Or are they? Well, they would have known if they had looked back at the documentation. But they don’t, You see, the documents were written months ago, and no-one is even sure where they were stored. But hey, they got there in the end, the business is ‘happy’ so no harm done! Well, I suggest otherwise. The project used more resources than was required…took longer to complete and as a result had less of an impact and cost a whole lot more.
What is worse, the project ends without any sort of debrief (no sniggering at the back). No one takes the time to understand what did and didn’t go well or how the risks were managed and so the business misses out on a fantastic opportunity to learn some real lessons – and rushes (blindly) into the next project, intent on making the same mistakes as it did last time.
So many companies view PM as a waste of valuable resource – they are convinced that projects will complete just fine without any process in place and I’m sure often they do, but at what actual increase in cost – real cost – to the business?
We were recently asked to do some work for a software company. And at the initial meeting we were told quite categorically that they required any consultants to be PRINCE2 Practitioners. No problem there, we then asked about how they tailored PRINCE2 to their business….and their answer to this question?
“oh, we don’t actually use PRINCE2, we don’t have the time. But our customers expect it and it makes us look more professional”
So what we have here is the PRINCE2 methodology being used as a status symbol!!!
The argument that we are trying to illuminate here is that project management as a term is being banded about with joyful abandon. There must be huge numbers of project staff out there that are battling (and it must be a battle) against businesses that are content to ‘play’ at project management, finding a company that recognises the value of project management in it’s purest sense is much rarer.
We would love to hear about your experiences of this sort of thing ‘at the coal face’. If you would like to add your view, simply click on the ‘comment’ button which is sitting conveniently below this message!
Posted By
on
March 1st, 2007
We were recently approached by someone trying to land their first ‘proper’ project management job. They were at a loss as to how to get around the perceived lack of relevant experience. It’s that age old chicken and egg scenario where you need experience to land the job and the job to gain experience!
However we are the sort of bunch that never shy away from a problem and so we had a think and came up with a few things that can be done to help things along. What follows are some general principles that many people should be able to apply in their current job. It’s all about maximising your opportunities.
STEP 1 - Thinking with a project management hat on.
Even if your day job doesn’t give you frequent experience of managing projects, they can nearly always provide access to at least some tasks that lend themselves to be looked at with projects in mind. So, take a good look at some of the things you tackle at work, and instead of rushing at them ‘blind’ why not think about them from a process standpoint. Understand why your business requires the work to be completed. Think about how you could measure the outcome and in turn compare this against the original requirement. Understand who is interested in the work, and how you communicate with them? Recognise who you will need help from, and how do you go about getting it. Some of these things are actually a little bit harder to do than you might first expect…we are all so used to our own jobs that to pull them apart like this can be a tricky. It is however a rewarding experience.
We could go on, but we won’t - there are plenty of good guides as to the basic project management processes out there (wikipedia is as good a place as any to start) and our aim here is not to become another one - what we are interested though in is getting you looking at your day job in a new way. And once you’ve started to do this, then you become armed with some great new examples of your experiences to use in the interviews that PMFinder will no doubt help you get!
STEP 2 - Asking to get involved
What is about us Brits…too polite for our own good… There are very few businesses out there that are not actively involved in some project or other and this opportunity can be a great way of getting involved. However, just because you are hell bent on getting into project management, it doesn’t necessarily mean that your employer knows that. So ASK to get involved. Taking a ‘junior’ role in a project is a great way of gaining exposure to projects and again can provide you some great experience to add to your CV and examples to talk about at interview.
STEP 3 - Community Projects
It is surprising how many local groups are crying out for help with what can often be quite large scale projects. From dog homes that need new kennels to run down parks and gardens…there are some great opportunities available if you keep your eyes peeled. CUPE (PRINCE2 trainers and interim managers) tell a great story of how they delivered a training course to the local church group to help them with their church roof renewal project. This sort of thing works on a number of levels, you get some great experience, the community benefits, but also you are gifted a standout example for use at interview…!
STEP 4 - Courses & Qualifications
Having a formal qualification under your belt can be a bonus, and although not a necessity, is something that employers are increasingly keen to see. It is well worth investigating whether or not your current employer will sponsor your participation in a course. There are many companies offering both residential and non residential courses for the major methodolgies out there; but there is a lot at stake, and it is definitely worth asking for personal recommendations before parting with your (or your companies!) hard earned cash.
So there you have it, a few simple ideas to get you moving in the right direction. Project Management is a rewarding career with good prospects for progression. But like most things, it is not always easy to make that first step - hopefully these suggestions will help you push that best foot forward.
Posted By
on
February 27th, 2007
PMFinder would like to announce that it is the proud sponsor of the inaugural edition of the BCS Project Management newsletter. The 4 weekly newsletter is circulated to 3000 British Computer Society members with a key interest in Project and Programme Management.
This is a great way for PMFinder to reach a highly targeted audience, and we are all looking forward to working with the newsletter in the future.
Read more about the newsletter on the British Computing Society (BCS) Website
Posted By
on
February 26th, 2007
Putting the FIZZ back in the finale!
One of the commonalities between most (if not all) of the well known project management methodologies is the clear identification of the closing phase of a project. This is no simple coincidence. A project (by definition) is finite and it is therefore a requirement to formally acknowledge it’s termination. Despite the methodologies and best practices paying close detail to this part of the process, it is one that many project managers routinely rush through. With the closing phase being the project managers’ parting shot (and as such one that can significantly influence the client’s perception of their overall proficiency) It is curious as to why!
By the time a project is nearing it’s close, the project manager has often already been passed their next project (or 3!). Focus therefore naturally shifts to the latest and greatest project and the well planned, ‘bang’ of a close invariably turns into a quiet whimper.
OK, so the project ends without the project manager saying or doing anything…what’s the problem?
Well, if no-one is aware that the project has closed, then many of them will still be working on it! And as well as the freeing of resources, the end of the project is a time at which the quality of the deliverables can be measured, lessons can be learned and the project can be formally handed over to the client. Miss this and the project manager and the rest of the team members and stakeholders are missing out on some really valuable information.
So aside from what each of the methodologies lays out for us, we thought it might be nice to share a few ideas for a fizzing close.
One of the things we find useful is to make the close of a project a personal aim. We have already mentioned that many PM’s have already been handed their next assignments by the business - who are obviously keen to use your talents on their next project. And the overall feeling passed down from management can therefore be one of ‘pushing on’ - of leaving the ‘last’ project to finish up on it’s own. However, a little time spent reviewing how the project went - can deliver huge rewards. Spending some time really understanding where things went well (and not so well) will help you develop as a project manager. Think of this period of a project as much as one for your own development as for the good of the company.
So now that you’ve allowed yourself some time to review, it’s time to share the information. One of the things that really stands out to us is how well received a paper describing (in a clearly summarised way) the pertinent points about the project close. For example, whom now assumes responsibility for the deliverable, the support channels etc. As well as disseminating the key information to stakeholders, this has the benefit of being highly visible and enables people to make a disconnection between you (the project manager) and the project. It is amazing how often we see a distinct lack of this sort of basic information…it would seem that everyone thinks that everyone else know something about it…when in truth, no one does!
It is likely that you have worked very closely with your project team for some time, and the close should include a way of passing on your thanks for their dedication. Our experience is that it is best to avoid anything too naff, but project teams will appreciate a small gift by way of thanks (Dr Alan Crooks article on project team building has some great tips on just this topic) and as most industries are ’smaller’ than we often think, it is a good idea to build good relationships with peers - you never know when you will next need someone to call on for a hand!
So we’ve taken care of our customers and project team members, it seems only fair that we turn our attention to the project sponsors. By carefully considering the business case and the projects actual deliverables, a project manager should be in a good position to define clearly the benefits returned. A presentation to the senior project staff (board members/exec) should provide you an opportunity to sell both the project and your ability to deliver. Many project managers are often anxious at the thought of presenting on a project that was ended prematurely. It is important to remember that it is far better in most instances for a project manager to recommend early project termination in the face of changing business requirements than to continue doggedly on a doomed project. Not to do so is a very costly past time.
Some fairly basic ideas perhaps, but points like these really are the cornerstones of the closing stage…get these right and add in a few of your own ideas, and the champagne instead of flat lemonade will flow!
Posted By
on
February 23rd, 2007
We are pleased to announce the addition of another article to our growing library. These editorials are written by UK project staff especially for PMFinder.
Our latest essay concerns the identification, analysis and management of risk.
John Humphries has written a good clear introduction to risk management - a topic that should be very close to every project manager’s heart. The article describes what a risk is and how to start thinking about categorising and analysing their effect upon projects. The article goes on to give an example layout for your own risk register.
Read the article!
Posted By
on
February 13th, 2007
‘Scope Creep‘ It’s one of my favourite Project Management terms (something about it makes me think of the hammer horrors) but much as I like the name, this one has a habit of sneaking up and taking a bite right where it hurts. And it’s not as if the name doesn’t stand as a warning!
Scope creep describes the situation whereby small additions are added to the project deliverable. These ‘insignificant’ changes are often absorbed within the project informally, meaning that the resources, time and quality measures required to effectively manage them are bypassed. The issue here is the volume…a small cost here, an afternoons work there and all of a sudden we are left with a big gap. And what’s worse…once your customer sees that Change 1 was absorbed, Changes 2 through 7 often follow in rapid succession.
Now some of you that follow formal methodologies will be thinking “pah - we have processes in place to deal with this sort of thing!” and that’s great - but experience has taught that scope creep is often at it’s most devastating in ’smaller’ projects…in those organisations that lack the benefit of a well oiled framework. The organisational structure in these situations is often very flat, and where projects are being delivered internally, the Project Manager is often helping out a colleague by agreeing to the additional requirement. Afterall, saying no to Bob from accounts when he is asking you for a favour can be difficult.
So what to do…?
Well, it’s like much of Project Management, the key here is to have processes in place. It is much easier to explain to Bob that in order to consider accommodating the requested change, he will need to provide:
1. a strong business case, which in turn will have to…
2. …have it’s required resource estimated before…
3. …being looked at by the project exec/steering group (delete as suits).
You get the idea.
By instigating a procedure before the scope changes are requested - some of the ‘soft skill‘ issues that result in the Project Manager saying “yeah, no problem Bob I can have that fitted in” are alleviated. The result is a project that is less likely to pass it’s deadline and more likely to succeed in delivering what it set out to do.
We have all seen that some of the very best ideas come part way through a project. But in the real world, the benefits realised from the successful delivery of the original aim nearly always outweighs the potential benefit garnered from adding those 5 ‘insignificant’ changes to the scope.
So keep your eyes peeled…this ones nearly as sneaky and creepy as it’s name suggests!
