Glen's post includes a slide show focused on the argument that "you don't need agile to avoid The Seven Deadly Sins of Project Management."
The arguments Glen makes ring absolutely true - no matter what development process or methodology you are using, you won't be effective if you aren't using good project management practices.
While I'm not a practicing Agilist, I do believe it has its benefits and can be used successfully alongside sound PM practices to achieve project success. I thought Cohn's video was a compelling case for an agile approach with an awareness of the seven deadly sins, and didn't see it as necessarily trying to sell Agile as "the only" way to manage projects and conquer the sins.
- For more on Glen's post: We Don't To Use Agile to Manage Projects Properly
- Straight to the Slideshow: You don’t need agile to avoid the seven deadly sins of pm
- My recent post: Video: Agile and the Seven Deadly Sins of Project Management
There are slides to accompany the talk, and I found a link to a 21 page PDF over at Mountain Goat Software from Mike Cohn that seems to include the same content. It's useful to refer to when Cohn's going back and forth during his talk, or for referencing when you want to make a blog post ;)
When talking about Sin #2 "Lust" in agile, Cohn references a great quote from Kent Beck - it's the image at right, titled Working at a sustainable pace. The context here is that the definition for the Project Management Sin of "Lust" is:
Intense or unrestrained craving for new features.Cohn says lust is experienced by:
Cohn also had graphs and real world stories to back the "overtime rule". It was interesting to hear him describe the different user experiences (and look at the graphs) based on Kent Beck's statement - Overtime is a symptom of a serious problem on the project. Sure, this is old news, but after watching this segment of the video, there is no doubt agile has the data to prove it.
Trying to put too many features into a product during the time allowed
Treating all features as "critical"
Check out the complete video: Mike Cohn's "Agile and the Seven Deadly Sins of Project Management.
Download the PDF with color slides: "Mike Cohn's "Agile and the Seven Deadly Sins of Project Management
Beat ‘em with a STICK: Winning the Political Game By Steven P. Blais, PMP
Politics has a bad rap. Do you play politics? Your answer is most likely “no”, or perhaps, “not often, and not well”. Typically we like to think that it is the other guy who plays politics. You know, the one who got that promotion ahead of everyone else, or who gets the plum assignments, or who takes longer lunch hours to “schmooze”. We believe that if you work hard and long and honestly you won’t need politics.
"Unitics” Over Politics: Mastering the Art of Cutting through Politics to Achieve Optimal Performance By George Pitagorsky, PMP
Does politics get in the way of optimal performance?
Politics is a reality. Chances are it won't disappear anytime soon. At best, it stimulates dialogue and promotes a synthesis of ideas into practical action. At worst, it leads to dysfunction. It promotes divisiveness. It results in poor performance because ideas are judged based on belief and rhetoric rather than fact and logic, because people fail to seek creative solutions and because compromises are reached that blend the worst of both sides and leave out the best. Politics are about polarities – each party is dancing around his pole and viewing the other pole as being less than or bad.
8 Traits to Develop Project Management Political Savvy By Charanya Girish, PMP
By definition, a project is a temporary endeavor with start and end date and a desired result implying that a project is different from business as usual. In addition projects are staffed by several individuals trying to exert their influence on how to execute the project. This invariably results in some kind of office politics; i.e. project politics. How? Politics is nothing but people interacting with each other and influencing one another to get tasks accomplished.
Here are some of the tidbits Bruce summarized:
The full report on the findings reveals another discrepancy between the two groups of respondents: executives are more likely to view project resource management-related challenges as being less severe than project managers view them.Read the rest here: Has Project Success Declined?
The report goes on to reveal other insights into the challenges U.S. companies face when it comes to managing project resources, including:
- Organizations with higher project success rates are more likely to have standardized resource management tools and are more likely to believe their tools provide sufficient and timely information.
- Larger organizations are more likely to have more sophisticated tools and processes, but are also more likely to experience project resource management challenges.
- Organizations with fewer people working on projects are better able to track and status projects at the task level and are more likely to use past project data when planning future projects.
- Since 2009, large organizations are have decreased use of past project data when planning future projects and are now more likely to reallocate resources without permission from existing projects.
- Organizations experiencing fewer resource management challenges are significantly more likely to employ standardized resource management tools and processes.
- Organizations that report project managers “have a voice” when management wishes to move resources are more likely to report higher rates of project success.
As Bruce notes, this is the 2nd report from CT and this year it was compiled from 250 surveys -- an overwhelming response of business execs and folks from the project management field. It's full of interesting stuff - check it out here: http://www.cognitive-technologies.com/
I will publish the rest of the posts over the next few days and then everything should be good. The newsletter is working now too, so if you're a subscriber, you should be receiving daily emails when there are new posts.
This glitch has been driving me batty and I spent more time tracking this issue down than I wanted to. Technology - Love it, or Kill it? That be my question most days..
Thanks for your patience and for continuing for visit my blog!
What I found interesting was his thoughts on IT workers. If you work in Tech, you'll want to check this out:
Most people that I know in IT absolutely love technology. They love tweaking computers. They love learning about new technology. But yet…the majority of IT workers that I know aren’t 100% engaged in their work. They do what needs to be done to make it through the day. They ‘get by’.
What the hell have we done to our IT employees that has driven the passion away from one thing they’ve been passionate about their entire lives?
Its a heck of a question, isn’t it?
Most IT workers are overloaded, overworked and under-appreciated. Most IT workers dont’ have an opportunity to do anything more than keep the servers and networks running.
Perhaps that’s what we’ve done to our IT employees (and perhaps all employees?)….maybe we’ve allowed our drive to lower costs, improve productivity and increase market share to blind us so that we’ve forgotten that our employees are why we are where we are today.
Read more on emploee engagement here: The Employee Engagement Network
Cheri offers two ideas for approaching a situation when a team believes management is the cause of their pain:
1. We are each responsible for our actions, and we can make good choices even when our environment makes it difficult. Take personal responsibility.An equally interesting clip from her post I loved was this, because it is so true, and stated so wonderfully:
2. Our leaders can make it easier or harder to "do the right thing." If we see a disconnect, let's talk about respectful ways to ask our leaders that they support us. Not "you are setting a bad example" but "When you do X, it makes it harder for us to Y. We'd like to ask that you support us by trying to to Z. That would help out the team."
1) No Villains: I've said it before, but it bears repeating. Leaders don't sit in their offices rubbing their hands together, cackling, and plotting dastardly ways to annoy their teams. Even when leaders make mistakes, we shouldn't reduce them to "bad guys." Like us, they do what they think is best. Let's not confuse the impact of their actions (negative) with their intentions (positive).
Even when leaders make a bad mistake, let's hope it was with the right intentions. Of course, if they are making the same kind of mistakes repeatedly, then you have a different problem, but for the most part, let's try to give our best to give leadership the benefit of the doubt, eh?
Read more here: When Executives Behave Badly: Reframing the Discussion
I'm pleased to announce the Employee Engagement Network recently released the e-book The Top Ten's of Employee Engagement, with my article, "Ch-ch-changes! Ten Tips for Keeping Employees Engaged Durime Them," included! Special thanks to David Zinger, who doggedly managed this herculean effort from "cradle to grave." I'm including the article below for the convenience of the busy managers out there looking to expand your employee engagement horizons in what little time you can spare. And yeah, for the increased distrubution as well.
Ch-ch-changes! Ten Tips for Keeping Employees Engaged During Them
1. Plan Ahead
It’s not uncommon for those of us who manage from the middle to find that the planning, execution, and pace of communication around organizational change is outside the scope of our control. But we can still plan ahead. We can focus our planning efforts on the people we support--think about what the change means on an individual level, how you want each person to feel about the change, their differences in work and communication styles, and repare to pull each employee into the vision.
2. Know where you are going
There is nothing more grounding during times of change than knowing
where you are going, and nothing more reassuring than believing you can get
there. It is our job to articulate the purpose and advocate the change in a way
that is meaningful and actionable at the team and individual level.
3.Give them something to stand behind
Re-energize employees around the organization’s core mission--the WHY you exist. Remind everyone of how it has been a great source of success and security in the past, and show them how it remains the center around which everything else can change. Re-engage each one in the big picture, and show them where their contribution has been, and continues to be, meaningful.
4. Set the tone
Effective and enthusiastic communication is crucial to building a common purpose across an organization. During times of change, communicate early, communicate with intent, and communicate often. Influence attitudes and behavior by communicating
confidently and positively. Most importantly, be authentic. Tell them what you
don’t know. If you’re not sold on the change yourself, share your reservations
and set the example for moving toward acceptance.
5. Acknowledge the loss
Change involves loss--the loss of the way it was before—and we cannot
move people towards acceptance of change unless we understand and acknowledge
what it is they stand to lose. Make time to meet each person and ask them how
they feel about the change; discuss current experiences, pain points, and fears.
Understand the loss they feel, and acknowledge the loss without challenging it.
6. What’s in it for them
While acknowledging the loss is important to maintaining engagement, we can foster acceptance and build engagement by off-setting the loss with a gain. Champion the change by forging connections between the goals of the organization and the individual talents and aspirations of those on the team. If you don’t know what your people aspire to, ask them! Find out where they want to go, and identify opportunities that help them get there.
7. Think inclusion
While it’s true that people are more likely to support what they helped create, it’s not feasible to include everyone impacted by an organizational change in its planning. We can, however, take action to broaden the level of inclusion once the change is actionable at the team level. Engage employees in the process of adjusting their team’s vision, mission, and goals to align it with the organization’s strategy. Include them through open dialogue and give them an opportunity to be heard.
8. Favor Freedom
When employees perceive an organizational change as infringing on
the level of autonomy they established and enjoyed prior the change, they are
less likely to adapt gracefully. But if we stay focused on results and paint a
clear picture of the desired outcomes for individual and company success, we
provide employees with a broad, mission-focused, framework from which they can
define their own path to success--we create an environment where rules can be
kept at a minimum and employees are engaged in the success of the company.
9. Lean into the Dip
Teams have to grow and bond together over time, and there will inevitably be an in-between period when the old is gone and the new isn’t fully functioning. Move people toward acceptance of the change by celebrating small wins and rewarding the successes of the new team. Be proactive and mediate conflict in ways that embody the new team mindset, and use problem solving as an opportunity to foster collaboration.
10. Observe and Reassess
We are all motivated by unique impulses that inform how we react to
change, any change. Be observant and notice what is going on around you, build
feedback loops into the process wherever possible, create dialogue, encourage
team members to share information openly, and LISTEN. Tell them what you can do, and ALWAYS do what you say.
Lisa Forsyth is currently the Director of Application Engineering at msnbc.com. You can learn more about her at her site at the Employee Engagement Network.
Check out more here: Forming, Storming, Norming, Performing, and Adjourning
This is the fifth e-book from the Employee Engagement Network and the second that I participated in. It was spearheaded by David Zinger and actually began back in January of 2009. It was another great collaborative project and it was fun tying project management into the subject of employee engagement.
I think you'll find a lot of familiar names included in this list of "Top Ten" articles which center around the common theme of employeee engagement. Several focus on project management and I'd argue all are clearly related to our field as keeping employees and our teams engaged is key to any successful project.
Here's the list of topics and contributors:
- Top Ten Today At Work Cartoons ~ John Junson
- Strategies to Impact Engagement Across an Organization ~ Jennifer Schulte
- Ten Questions Designed To Engage ~ Steve Roesler
- 10 Ways to Spot an Engaged Employee ~ Ian Buckingham
- Top Ten Ways to Define and Refine Your Culture to Engage ~ Tim Wright
- 10 Rules of Employee Engagement ~ Susan Stamm
- 10 Ways to Build an Employee Engagement Improvement Strategy that Really Works! ~ Faye Schmidt
- Ch-ch-changes! Ten Tips for Keeping Employees Engaged During Change ~ Lisa Forsyth
- 10 Tips for Engaging a Project Team ~ Raven Young
- Ten Engaging Conversations ~ Debbie Payne
- 10 Ways to Engage Remote Teams ~ Wayne Turmel
- Generational Engagement: 10 Ways to Engage Gen X & Gen Y Employees! ~ Scott Span
- 10 Engagement Traps, Tips and Talking Points for Managers ~ Michael Aitken
- 10 Steps to: Realizing Engagement through Global Strategic Recognition ~ Derek Irvine
- 10 Ways to Build, Grow and Support your Offshore Outsourcing Team ~ Katherine M. Hingst
- Employee engagement: How to be engaged when you work for someone who isn't. ~ Maureen Mack
- 10 Quick and Easy Ways to Engage Employees Every Day ~ Sanna Wolstenholme
- Engaging Leadership (and Leaders) ~ John Kmiec
- 10 Skills to Engage in Your Work ~ Scot Herrick
- Ten Tips for Managers ~ Jean Douglas
- Top 10 Things Engaging Managers Do ~ Kelley Eskridg
- Ten Ways for Leaders to Connect with Employees ~ Michael Lee Stallard
- The Engaging Manager ~ Terrence H. Seamon
- 10 Engagement-Building Behaviors for the Boss ~ Wally Bock
- Engaging People from the Very Top - The CEOs Top 10 Engagement List ~ Dr Neal Knight-Turvey
- 10 Ways to Create a Sense of Community When Leading A Remote Team ~ Alec Satin
- Deep Constructive Conversations and Engagement ~ Mario Gastaldi
- A Top Ten Tunes of Engagement ~ David Marklew
- The Ten Green Engagement Commandments ~ Samantha Lizars and Peter Eyres
- 10 Ways to Measure the Impact of Employee Engagement Interventions ~ Stephen J. Gill
- 10 Principles of Employee Engagement ~ David Zinger
Click to read the Free e-book: The Top Ten's of Employee Engagement.
I just got around to reading PM World Today's May e-Journal and there was once again a ton of great articles and papers for project managers. I like this online business mag and e-zine because their content is always well written by a wide array of global biz professionals and they offer a diverse range of topics and opinions about PM topics I care about.
A few I'll share here are:
- Helpful hints on how "to manage" your manager - By Germán Bernate
- The 5 Goals of a Project Manager - By Jason Westland
- A Transparency Crash Course: Seven Steps to Creating a More Transparent Organization - By Quint Studer
- Positive Leadership in Project Management - Value, Success and Twelve Factors for Effective Project Leadership - By By Frank P. Saladis, PMP
Check out their newsletter and see if it's something you might be interested in subscribing to. It only comes once a month and is packed full of PM goodness. You've got nothing to lose but the chance of learning something!
I love Dan's writing because he always puts alot of thought into what he has to say and he provides links to extra information and back articles so you can follow past conversations. What he has to say on performance reviews is insightful and grounded in real-world experience:
1. Most, if not all, managers hate writing them and hate delivering them. They hate them because it’s so hard to come up with new things to write about “communication” every year, they are time consuming and tedious, and delivering feedback about a performance issue is about as fun as getting a root canal.
2. Despite of that, a lot of managers, maybe even most, put a lot of work into the process, try to do a good job with them, and play by the rules that are handed to them. Despite the watter-cooler & blog horror stories, the majority of managers are not complete morons.
3. Employees love getting positive reviews. They actually do take them home and show their family and hang them on the refrigerator. However, very few people enjoy or respond well to “constructive feedback”. Basic human fight or flight mechanisms take over. It doesn’t matter if it’s delivered once a year or once a day, it still feels the same. So if it’s not outstanding, employees hate them too.
4. No one should be immune from being evaluated, judged, graded, or scored. I don’t buy those philosophic arguments about power, status, human rights, etc… That’s part of life and being accountable. I always find it interesting when tenured academics write about the evils of performance reviews. In general, teachers and professors don’t like being evaluated or held accountable to begin with, so of course they can come up with all kinds of passionate arguments why no one else should.
I don't think we'll ever see the end of performance reviews, but wouldn't it be great if we could get rid of the ridiculous systems we've succumbed to and get back to leading our teams, with minimized documentation? What Dan lists in number 10:
10. At the end of the day, we’d be better off getting rid of the complicated forms and mandated practices, and just practice good day-to-day management and leadership. Under performance should still be documented, great performance should be recognized and rewarded, employees should get feedback, we should be held accountable, goals should be established, career and development plans should be discussed, and merit pay should be based on performance.
A recent newsletter was on How to reduce project risk, and the included tips were excellent, as always:
1. Start out on the right foot
Too many projects get started without a solid definition of what must delivered. So always start out by writing a detailed Project Charter. This document states the project vision, objectives, scope and deliverables. Only then, do you know what has to be achieved and by when.
2. Make your team accountable
Why should you shoulder all of the responsibility for the project? Instead, pass on responsibility to each member of your team. Tell them which elements of the Project Charter they are responsible for delivering and make them accountable by holding review meetings each week to measure progress.
3. Identify risks upfront
Then hold a workshop to identify likely risks to your project. A risk is an unforeseen event that might negatively impact on the project in the future. Examples of risks are: "that our suppliers might deliver late", "that we might run out of materials" or "that we can't find extra resources when we need them". You need to document every risk and determine its likelihood and impact on the project.
4. Plan risks wisely
With all of the risks known upfront, you're ready to create a Risk Plan. This document will identify actions that you can take now to reduce the likelihood of the risk occurring. So for instance, if your risk was "that we might run out of materials" then strike a deal with a supplier that requires them to make additional materials available when you need them. Or find another supplier as a backup.
5. Monitor risks carefully
As the project progresses, run bi-weekly or monthly risk meetings to review the risks you've identified. Ask these questions: Are the risks likely to occur? Are there any new risks that you face? Have the actions in your Risk Plan been completed? Is your level of risk reducing? Only by monitoring your risks carefully, can you control the overall level of risk on the project.
•Fail to communicate, and may not even have, expectations, timelines or goals. Bad bosses change their minds frequently leaving employees off-balance. Bad bosses change expectations and deadlines frequently.
•Will not accept constructive feedback and suggestions for improvement. The bad boss can't deal with disagreement from employees who have their own opinions about work related issues.
•Lacks integrity, breaks promises, and is dishonest.
•Does not have the courage to deal with a difficult situation despite knowing that it is the right thing to do.
•Causes dissention among staff members by his or her actions and comments.
Ahh.. How many of you have worked for someone guilty of one or more of these? And how many of you managers can say you haven't offended? Are you decisive and consistent or do you change your mind and seem to "manage by whim"? You might think you have integrity, but what would your peers and employees have to say about that - Do you have their trust?
Read the rest of the 12 bullets here: What Makes a Bad Boss - Bad?
Anthony provides some great information culled from Standish and their well recognized Chaos Studies to show that a lot of this lack of truth telling is based in fear and denial - for many reasons. He also references a LinkedIn discussion which includes many diverse opinions on this topic.
Here are the five lessons he provides for project managers to help you bring the truth to light:
1.The truth always comes out and so it is best for you to share it. You will be more favorably regarded by telling the truth rather than denying problems or reaching out for help. It may take a while, but the truth eventually comes out.
2.Reach out for help when you need it. Asking for help is not only responsible, it is also good and appropriate communications and expectations management. Besides, you stand a much better chance of heading off major problems before they grow if you are willing to admit you need help and seek it.
3.When hiring project managers, watch out for those with a spotless record. Be suspicious of those who say 'on time on budget' as if it were a mantra or a secret pass phrase. Ask people about their failures and see what they are willing to share.
4.Harvest every project for the lessons to be learned. A project post-mortem should be conducted for every project, especially those projects that are canceled mid-stream. Also, PMs should maintain a journal of every success, failure, and lesson learned through the execution of the project. Ideally this is something that is done using a few minutes each day or once a week.
5.Expect failure as a requirement for success. If you and the people around you are not failing with regularity, you are not trying hard enough or taking enough risks.
We all learn from our mistakes and by openly admitting them and dealing with the issue in the light we all have a chance for positive growth - to fail forward - and to show your team that you have integrity, that you can be trusted and you won't bury critical issues, thus actually earning their respect in the end.
Read the rest here: Why We Are Afraid to Tell the Truth about Project Failures
Here's the intro to entice you into reading the rest:
You can only learn from a mistake after you admit you’ve made it. As soon as you start blaming other people (or the universe itself) you distance yourself from any possible lesson. But if you courageously stand up and honestly say “This is my mistake and I am responsible” the possibilities for learning will move towards you. Admission of a mistake, even if only privately to yourself, makes learning possible by moving the focus away from blame assignment and towards understanding. Wise people admit their mistakes easily. They know progress accelerates when they do.
This advice runs counter to the cultural assumptions we have about mistakes and failure, namely that they are shameful things. We’re taught in school, in our families, or at work to feel guilty about failure and to do whatever we can to avoid mistakes. This sense of shame combined with the inevitability of setbacks when attempting difficult things explains why many people give up on their goals: they’re not prepared for the mistakes and failures they’ll face on their way to what they want. What’s missing in many people’s beliefs about success is the fact that the more challenging the goal, the more frequent and difficult setbacks will be. The larger your ambitions, the more dependent you will be on your ability to overcome and learn from your mistakes.
Read the full essay here http://www.scottberkun.com/essays/44-how-to-learn-from-your-mistakes/ and learn about the three things "learning from mistakes requires" and the four kinds of mistakes. Good stuff and definitely worth the read - enjoy
Don't get me wrong - I'm not saying PMs shouldn't be able to walk and talk at the same time or do more than two things at once. I just think at some point we as a general society became intensely focused on doing SO much that we are no longer paying attention to the details and things are falling through the cracks in this multi-tasking focused society.
Check out the 2.09 minute video below from http://www.brainrules.net/. It's a humorous look at how too many tasks can overwork your brain into an unproductive state. Ok, so let's hope you're not as bad as the guy in the video, but it IS supposed to be funny!
Did you learn anything, dog? anyone going to buy the Dander500?
From an article titled "The Myth of Multitasking":
In one of the many letters he wrote to his son in the 1740s, Lord Chesterfield offered the following advice: “There is time enough for everything in the course of the day, if you do but one thing at once, but there is not time enough in the year, if you will do two things at a time.” To Chesterfield, singular focus was not merely a practical way to structure one’s time; it was a mark of intelligence. “This steady and undissipated attention to one object, is a sure mark of a superior genius; as hurry, bustle, and agitation, are the never-failing symptoms of a weak and frivolous mind.”
I do hurry, hustle and bustle - agitation is something I try very hard to avoid these days (thank ye maturity!) though if I'm in my vehicle...
As always - Enjoy!
I just finished an article by Elizabeth Bennett over at Baseline with eight great tips in one spot: 8 Ways To Save Your Next Project.
This piece is focused on tech projects and their trend of being delivered late and over budget. Bennett actually cites "49 percent of organizations have suffered from budget overruns on IT projects and 62 percent have experienced schedule delays". Sad numbers - and another interesting quote reads"47 percent of respondents have experienced higher-than-expected maintenance costs and 41 percent said IT projects failed to deliver the expected business value and ROI."
What does that say about IT projects? Well, if you read the next line in the article, you'll find they don't have a very high success rate:
"In short, IT projects are a chronic disappointment."
Fear not PMs! Bennett put together a helpful article with a few other industry experts, and that means you'll find eight solid ways to save your next IT project. Realistic tips, sound advice and a good start on keeping yout IT projects on track.
Note that items below are truncated. Go to the article for complete detail! Emphasis mine
1. Get your head out of the softwareRead more here: http://www.baselinemag.com/c/a/Projects-Enterprise-Planning/8-Ways-To-Save-Your-Next-Project/
Most project managers spend too much time in their project-planning applications and not enough time doing the briefing and communicating for which they are solely responsible. You should be spending the bulk of your time talking to and corresponding with project constituents – your team, the stakeholders, vendors, consultants and key end-users. The "soft" skill of communication is integral to project success.
2. Plan and define as much as possible—but don't go overboard
A key component of project management is the thorough and meticulous planning of every aspect of a project, but a perfectionist could spend all his or her time in the planning stage. There's no way to anticipate every variable so at some point, you have to pull the trigger...
3. Manage scope creep—for real
Like a turkey on Thanksgiving, you can rely on the fact that the project you think you're heading for may bare only a passing resemblance to the one you end up with. With the increasing complexity of data centers and the Pandora's box of surprises once you get under the hood, it's advisable to game out and document the potential sources of scope creep...
4. Don't be lazy with risk management
If you need 200 servers delivered at the same time for a worldwide mail server upgrade, it's not enough to know what the risk is if the vendor doesn't deliver. It's time to manage the risk by deciding ahead of time that, as reliable as your vendor has been in the past, there's little margin for error...
5. Get a grip on expectations
Ask vendors and consultants for the best, most likely and worst-case scenarios and then use your own resources to calculate the aggregated risk so you can determine the probable outcome.
6. Govern with strength
Even with all the good work you did up front, problems and roadblocks will surely arise. Don't blow it when it comes to actually addressing the problems. To the degree you can, refer to the approaches you documented and discussed with your team. If planned properly, your team should be able to tackle the problems early on before they become major hindrances.
7. Prepare for intervention
If your approaches are better in theory than in practice, it might be time to intervene with the project plan. Create an intervention plan before the project starts and communicate the plan to everyone directly and indirectly involved. The plan may include steps to take when adding resources, for assessing project-management and even changing the project leader.
8. Drive behavior to use the technology
Whatever you do, don't rest on your laurels when the technical aspects of the project are completed. Creating a plan to ensure that people actually use the technology you just spent 18 months implementing will serve you well. If you and your organization want to see your expected return on investment, make sure you have a hand in educating and training users.
As far as tips for working on projects in the real world, these are some pretty good ones. Yes yes, you can always add more - please do in the comments section. I love hearing from you!
image courtesy: www.secretsofsuccess.com
Every race to the finish line begins with similar instructions: “Get ready, get set, go!” Every race, that is, except the race to the deadline assigned at work. In business, the starting gun is sometimes shot without any heads up ("get ready" or any project planning ("get set"). People seem to run with it, but not successfully.
But if you take just an hour out of your schedule to "get ready" and "set," you'll get to the finish line faster and without stumbling. Before starting a project, you must first gather all of the information so you can assess what needs to take place.
An hour of your time
30 minutes — Identify deliverables and acceptance criteria
10 minutes — identify processes
10 minutes — identify conflicts
10 minutes — tree diagram
20 minutes — milestone reviews