Why you need a decision log
Posted by Elizabeth
On a long project, project managers, sponsors and teams make a lot of decisions. How do you keep track of everything you have agreed? A decision log can help.
A decision log is simply a list of all the key decisions made on the project. It includes:
- A reference for the decision
- Date decision made
- What was agreed and why
- Who agreed to it
- Where you can find more information or supporting documentation (optional)
Carnival of Project Management #33
Posted by Elizabeth
Welcome to the August/September 2010 edition of the Carnival of Project Management, our 33rd Carnival.
To start, Rich Maltzman, PMP presents Zero is the new Infinity posted at Earth PM, saying, “Green is the new black, and zero is the new infinity…” He also writes his own blog and posted We just ain’t that good at risk from Scope crêpe, saying, “Really – we aren’t.”
Valery Zelixon presents Supplier selection process part 1 – - how to select global supplier for your business posted at Supply Chain Notebook.
Stuart Corrigan presents How To Map A Process posted at Vanguard Scotland, which also includes some links to free tools for process mapping.
Guru presents 25 things that you need to know to host successful events posted at Eventzilla Blog. This is on the boundaries of project management, but if you are hosting lunch-and-learn sessions for teams of project managers, courses or simply workshops for your projects, review this list.
Wise Bread presents How to Get Your Boss to Let You Work From Home posted at Wisebread.
Bruce Loflland presents Hidden reasons why things don’t get done posted at PM Technix.
And here’s another from Rich Maltzman, PMP presents Green Project Management and the BP Deepwater Horizon Spill posted at Earth PM. “Pertinent!” he says.
Chris Solomon presents Project Management Tools Part – 1 Critical Path Method(CPM) posted at Jazz Presentation, saying, “Critical Path Method is A very effective Method used in Project Management to Segregate the most important parts of the projects for the rest.” This is a basic article on critical path method.
And finally, here is a new project management blog: IT Project Blog. Not very adventurously named, but it looks like it could build into a good resource.
That concludes this edition. Submit your blog article to the next edition of carnival of project management using our carnival submission form. The next edition of the Carnival will be hosted at A Girl’s Guide to Project Management.
So You’re a New Project Manager
Posted by Brad Egeland
In his book “Project Management,” Gary Heerkens does a nice job laying out some of the pros and cons to the employee who basically is tossed into the role of project manager whether they like it or not. And, the truth is, that’s how many experienced project managers got to where they are today. Some sought it out, but others were handed projects to manage and either reluctantly accepted or maybe they had no choice but to accept.
Either way, I enjoyed Mr. Heerkens’ basic overview of what to expect and wanted to share it here…
New to the role
However we may feel about taking on that first project, the truth is that life as a project manager can be extremely rewarding. You’ll find it to be different from most any other thing you’ve ever done. It’s complex, varied, and interesting. If done well, it can lead to a very strong sense of accomplishment. These are among the aspects that project managers identify as the main draws to the job.
At the same time, however, being a project manager will test you in ways you may not be able to imagine now. You will become a focal point in the organization. Everyone will look to you for the answers, but you must be careful not to try to provide all the answers; after all, that’s why you have a team.
And speaking of the team, one of the biggest shifts in behavior (and thinking) you’ll encounter will be the need to rely upon others to get things done. In most cases, that’s your team. You’ll quickly discover that there’s far too much for you to do alone, yet delegation will prove to be a challenge for you. Empowering others, and then trusting them to follow through, may be a bit unsettling. You’ll find yourself uncomfortable with the idea that others are doing things for which you will be held responsible.
Responsibility without full authority
You’ll have lots of responsibility, but you’ll be missing the authority often perceived as being required to discharge that responsibility. You’ll have to get things done through the people on your team without having any direct control over them. Among your most valued tools will be the ability to persuade and influence, as you seek to form a group of diverse personalities into a unified team with commonalty of purpose.
Getting to the Actual Project
Posted by Brad Egeland
The real need? Does the customer know it? Do you know it from the initial information given to you? Let’s look at the following project scenario….
Dave walked briskly over to Bill’s cubicle. “Bill, I just got a call from Amy. She’s got a problem and needs our help. I’d like you to go over there right away and get the details. Figure out what she needs and take care of her.”
Bill was pleased to be assigned to one of his organization’s most valued clients. By the next afternoon, he was sitting in Amy’s office, carefully reviewing the documents she’d prepared.
“Bill, we need the capability of screening all of our incoming components before they come into the assembly line,” said Amy. “You’re free to do this any way you’d like; just make sure that they fall within these guidelines.” She handed Bill some design documents and a list entitled Incoming Material Screening Requirements.
Bill was happy that Amy had given him free rein in determining the solution to her problem. He studied the project requirements and formed a project team. Then, he and his team developed and installed the hardware and software necessary to check all incoming components for compliance with the screening requirements. It was truly a thing of beauty. Bill was proud of the job he and his team had done.
Less than a week later, Dave called Bill into his office. “Bill, Amy just called me,” he said. “They’re still having the same problem as before— too many rejects coming off the end of their assembly line. What happened?”
Suddenly Bill realized what had happened. He had just discovered Amy’s true need—the hard way.
(The above project scenario comes from Gary Heerkens’ book entitled, “Project Management.”)
I really like the example above. It’s simple, straightforward, gives you the impression that the problem has been solved through the project work and then BAM! … you realize that nothing has changed and you’re smacked upside the head with management questioning you wondering what you actually did on the project.
Effective Project Presentations
Posted by Brad Egeland
During the course of our projects, we sometimes have the opportunity to give presentations either to our customers or to our executive management staff. This may be a proof of concept presentation, a project kickoff presentation, or a presentation to startup a new phase of the project. Whether you are a project manager or team member, as a presenter it’s a good idea to must follow six fundamental steps:
Know yourself and the audience
Find out about the audience to ascertain your commonalities and differences. You can get useful information, for example, by interviewing people who know audience members. Follow up by making a list of what you share and don’t share with the audience. This knowledge will prove useful in preparing the presentation.
Perceive your audience and how it perceives you
Look at ways to influence the audience to see you in a favorable light. This will make it easier to communicate your message. You can win the audience over, for example, by expressing values or experiences you share with its members.
Determine the type and structure of the presentation
Answer all the who, what, when, where, and why questions pertaining to your topic. Determine if your presentation is meant to inform, persuade, or explain. Then formulate your overall strategy to achieve the goal of your presentation, and your tactics for executing that strategy. If you are able to anticipate most of the questions in advance, then you won’t be blindsided by questions that can torpedo your presentation. The more knowledgeable you sound, the more successful your presentation will be.
Develop the material
Build your presentation. Determine the content and logically arrange it. For example, you can arrange topics chronologically or by level of importance. Also incorporate visual aids, statistics, and other materials. When prepare for something like a project kickoff, base the order of your presentation and the information contained within on some common high-level document, such as the Statement of Work.
