Team evaluation
The team that I chose to evaluate is the working team of the first semester in MIST that was part of the assignment. The team players were pre-assigned by the instructor, so the selection process was already decided for the team. That bypassed the process of matching capabilities of professional and putting a team together to perform a certain task or a project. It was the first time for all the group members to be formally introduced to each other. In all honesty, I wasn’t very enthusiastic about the idea of jumping into a group of people, strangers if you may, that is required to work as a team and produce results on weekly basis that none of us knew anything about. The first thing we did was to get together and have the opportunity to match names with faces. The very first assignment we did as a team was to set a time and a place to meet. This was harder that it seemed in the beginning. Finally, after several vigorous attempts, the group was able to decide on a time and place. Unexpectedly, it went real well, mainly due to the efforts of some of the members that had a good handle on team work and they were willing to do more than their part to prepare the team for the coherent spirit and working attitude. This is crucial to every planned process that we undertake whether that was in our daily lives or as a responsibility at our place of employment.
The following rating will be conformed to the following four capabilities; Problem Analysis, Decision Making, Conflict Management and Continuous Learning. Evaluation will be based on an easy to understand methodology for ranking a team’s IT related activities. This ranking system is know as CMM that has five levels from 0-5 as follows:
Level 0 � Not Performed Level 1 � Performed Informally Level 2 � Planned and TrackedLevel 3 � Well-Defined Level 4 � Quantitatively Controlled Level 5 � Continuously Improving
Problem Analysis
The first problems faced the team was task assignments within the group. The team worked real well in spite of many obstacles. Their positive efforts and attitude in solving the problem earned a full 5 rank.
Decision Making
The need for making decisions faced the team frequently and on daily bases for a wide spectrum of obstacles. These decisions ranged between times for meetings to final touches on the product of the week. The team came though in more that one occasion. Everyone worked very hard on this; however, we as a team fell short of meeting some of these challenges. I gave the team a rank of 4.
Conflict Management
This was the area that troubled the team most. Several of the members were new to the nature of the assignments. Although they weren’t new to team work, since all were professionals in their perspective fields. However, misunderstandings and miscommunications were unavoidable.
That didn’t last long, the team was able to collectively improvise and responsibilities were flexibly reassigned accommodating the players’ needs and other responsibilities also implementing good communication practices. That worked like a charm and the team was able to meet all the deadlines and deliver the assigned tasks as instructed. The team ranked 4 on this capability.
Continuous Learning
The learning process never ends, that being within a working team or on individual bases. Yet the trial and error strategy of acquiring knowledge never fails. The team working skills that the group picked up during this experience came real handy later during other team assignments through MIST. The team ranked 5 on this capability.
Saturday, June 23, 2007
Thursday, June 21, 2007
Project Management and Monkeys ...
A tourist walked into a pet shop and was looking at the animals on display. While he was there,another customer walked in and said to the shopkeeper, "I'll have a C monkey please." The shopkeeper nodded, went over to a cage at the side of the shop and took out a monkey. He fitted a collar and leash,handed to the customer,saying, "That'll be $5,000." The customer paid and walked out with his monkey. Startled,the tourist went over to the shopkeeper and said,"That was a very expensive monkey. Most of them are only a few hundred pounds. Why did it cost so much? "The shopkeeper answered, "Ah,that monkey can program in C - very fast,tight code, no bugs, well worth the money." The tourist looked at a monkey in another cage. "Hey,that one's even more expensive! $10,000! What does it do?" "Oh,that one's a C++ monkey; it can manage object-oriented programming,Visual C++, even some Java All the really useful stuff," said the shopkeeper. The tourist looked around for a little longer and saw a third monkey in a cage of its own. The price tag around its neck read $50,000.The tourist gasped to the shopkeeper, "That one costs more than all the others put together! What on earth does it do?" The shopkeeper replied, "Well, I haven't actually seen it do anything, but it says it's a project manager".
Posted by: Eric Tao
Posted by: Eric Tao
Tuesday, June 19, 2007
Self Evaluation / Leadership
Self Evaluation / Leadership
A leader needs always to instill in his followers the sense of worthiness to create a personal interest in them to motivate them to be willing to undertake the project. It is of utmost importance that the objectives of a project to coincide with the individual own needs and wants of every member of the working team.
My leadership envisions my team members as fellow professionals and not merely subordinates. It allows my team players to be leaders in their own level that I pre-assign for them. This way my leadership will not be
Working as a part of a teaching team is a stride through an unpaved road, especially if it was the first time working with that particular team. During my three years that I have been working here, I encountered many changes. Although I have been teaching in California for the last twelve years, yet my experience in here is substantially different from that of the public schools. The objectives are better set and well defined at my new job. All the members of the teaching team are well aware of their role in the outcome of the team.
A new type of teamwork experience I was exposed to once I joined MIST. I will be discussing my experience working with a work team of students to produce a weekly product in the form of a cumulative report that the team needs to turn in on specific dates set forth by the instructor. I will be using the five stages of team development mentioned in Eric Verzuh’s book. The stages that every team goes through, the team leader has to adjust his or her style to accommodate these changes and address the goals of the project at hand keeping in mind the individual needs of the team players.
Forming:
As the group got together, we were not sure what to do or how to do it. So several face to face meeting were arranges to get the players to know each other and to get familiar with each other’s way of performing. The second step was to talk about the goals and objective set forth by the instructor. This stage was necessary to assure each member of clarity of vision when it comes to what is expected of us as a team.
Then it was important to share the vision of each team member on how to achieve these goals.
Storming:
As the meetings became frequent, the diversity of visions start colliding and the different styles of member started to bang against each other. This was not out of the ordinary at all. This is the stage where members are still new to each other’s ways. The mutual trust is not built up yet. Some people felt confused and even were considering leaving the team all together. Although I was not selected to be the leader of this team per say, but I tried to make use of my experience in leadership that I acquired from running my own business for the last six years. These years taught me that the best way to approach a complaint is to ask the person to offer you their vision in dealing with that particular situation. It helped among many strategies that the other members were sharing and this stage was short lived because of that.
Norming:
The vision became clearer at this stage and the team started to work together. Although there were still quite few things need to be ironed out, yet, we were able to set some short-term goals and assign roles to different members and divide responsibilities among us. The team was still far from total harmony although it was getting to be fun and few tasks were accomplished. Trust was building up leading to mutual respect.
Performing:
As thing started falling into place, goals were better achieved and the weekly production was on track now. Out assignments were done on time. The communications among the member started to be clearer and uninterrupted. That by itself lead to open channels of exchanging assignments and substituting roles when the assigned member was not available to undertake the task assigned to them. Teamwork spirit was at its most when some member with strong writing skills offered to help other members in reports.
Adjourning:
There was a bittersweet kind of feelings among the team members. We were able to meet our goals and developed some new team working skills, also were happy that our patience and the will to excel took the team all the way to our goals and met the objectives. Yet it was time to disband and move on to new projects. We were able to separate our personal feelings from our professional commitment. As a leadership practice, I made sure to recognize each team member and the role that they play in the enrichment of our experience, thank them for bringing their own experience into the project, and wish them the best. It is mighty nice to part on a good note.
On the other hand, my leadership, sometimes, tends to focus more on goals and let the human side slips away. In the heat of the demanding objectives and the urgency of deadlines, it shifts attention to the big picture forgetting the small details. It is commendable that the leader focuses on the set goals of his or her project, but keeping in mind the needs of the players, prolong their endurance and hence their production. This can be achieved by catering to their individual interests and steering them back on track.
Reference:
- Verzuh, Erick (2005). The Fast Forward MBA in Project Management. 2nd edition. Hoboken, New Jersey: John Wiley & Sons, Inc.
A leader needs always to instill in his followers the sense of worthiness to create a personal interest in them to motivate them to be willing to undertake the project. It is of utmost importance that the objectives of a project to coincide with the individual own needs and wants of every member of the working team.
My leadership envisions my team members as fellow professionals and not merely subordinates. It allows my team players to be leaders in their own level that I pre-assign for them. This way my leadership will not be
Working as a part of a teaching team is a stride through an unpaved road, especially if it was the first time working with that particular team. During my three years that I have been working here, I encountered many changes. Although I have been teaching in California for the last twelve years, yet my experience in here is substantially different from that of the public schools. The objectives are better set and well defined at my new job. All the members of the teaching team are well aware of their role in the outcome of the team.
A new type of teamwork experience I was exposed to once I joined MIST. I will be discussing my experience working with a work team of students to produce a weekly product in the form of a cumulative report that the team needs to turn in on specific dates set forth by the instructor. I will be using the five stages of team development mentioned in Eric Verzuh’s book. The stages that every team goes through, the team leader has to adjust his or her style to accommodate these changes and address the goals of the project at hand keeping in mind the individual needs of the team players.
Forming:
As the group got together, we were not sure what to do or how to do it. So several face to face meeting were arranges to get the players to know each other and to get familiar with each other’s way of performing. The second step was to talk about the goals and objective set forth by the instructor. This stage was necessary to assure each member of clarity of vision when it comes to what is expected of us as a team.
Then it was important to share the vision of each team member on how to achieve these goals.
Storming:
As the meetings became frequent, the diversity of visions start colliding and the different styles of member started to bang against each other. This was not out of the ordinary at all. This is the stage where members are still new to each other’s ways. The mutual trust is not built up yet. Some people felt confused and even were considering leaving the team all together. Although I was not selected to be the leader of this team per say, but I tried to make use of my experience in leadership that I acquired from running my own business for the last six years. These years taught me that the best way to approach a complaint is to ask the person to offer you their vision in dealing with that particular situation. It helped among many strategies that the other members were sharing and this stage was short lived because of that.
Norming:
The vision became clearer at this stage and the team started to work together. Although there were still quite few things need to be ironed out, yet, we were able to set some short-term goals and assign roles to different members and divide responsibilities among us. The team was still far from total harmony although it was getting to be fun and few tasks were accomplished. Trust was building up leading to mutual respect.
Performing:
As thing started falling into place, goals were better achieved and the weekly production was on track now. Out assignments were done on time. The communications among the member started to be clearer and uninterrupted. That by itself lead to open channels of exchanging assignments and substituting roles when the assigned member was not available to undertake the task assigned to them. Teamwork spirit was at its most when some member with strong writing skills offered to help other members in reports.
Adjourning:
There was a bittersweet kind of feelings among the team members. We were able to meet our goals and developed some new team working skills, also were happy that our patience and the will to excel took the team all the way to our goals and met the objectives. Yet it was time to disband and move on to new projects. We were able to separate our personal feelings from our professional commitment. As a leadership practice, I made sure to recognize each team member and the role that they play in the enrichment of our experience, thank them for bringing their own experience into the project, and wish them the best. It is mighty nice to part on a good note.
On the other hand, my leadership, sometimes, tends to focus more on goals and let the human side slips away. In the heat of the demanding objectives and the urgency of deadlines, it shifts attention to the big picture forgetting the small details. It is commendable that the leader focuses on the set goals of his or her project, but keeping in mind the needs of the players, prolong their endurance and hence their production. This can be achieved by catering to their individual interests and steering them back on track.
Reference:
- Verzuh, Erick (2005). The Fast Forward MBA in Project Management. 2nd edition. Hoboken, New Jersey: John Wiley & Sons, Inc.
Saturday, June 16, 2007
Putting Discipline to Work
Putting Discipline to Work
Enterprise Project Management
Ch 13
Introduction:
Only in the last 15 years or so has the development of project management as a skill, and supplementary project management skills really taken shape in the corporate world, or in any field, for that matter. We should take full advantage of all the new perspectives in project management available to us. One dramatic change that has taken place is the use of competition to focus projects and their end goals. Since then focus on end project-driven projects as a result of competition has greatly increased.
Defining enterprise project management:
What is enterprise project management, exactly? Enterprise project management (EPM) is the conscious integration of processes, technology, organizational structure, and people in order to align strategy with the execution of project. EPM ties together project resources and organizational strategy. Similarly, all the enabling components of EPM work together. However, the term EPM can only be applied in certain situations, situations in which the business is project driven, and usually where some sort of external competition is involved.
Defining practices requires assigning responsibility and authority
Authority determines almost every factor in a project: whose responsibility it is to assign tasks, whose responsibility it is to complete those tasks, whose responsibility it is to make sure that tasks are being completed promptly and accurately, and whose responsibility it is to manage the project. Assigning responsibility is just as important as assigning the authority which administers such responsibilities. Assigning authority begins by defining the manager and the sponsor, as well as any other relevant roles. An organization chart showing where authority lies and the escalating steps to that authority can be very useful to a project team.
EPM technology Capability
EPM covers an expansive range, from managing smaller, individual projects to monitoring project progress. EPM can be summarized by eight common capabilities. Project management, the most basic, consists of the plan for a project, from costs to scheduling. Team collaboration is the correct assignment of responsibilities and authority for a group to work together to reach their common goal. Visibility of interproject dependencies is the perception of common resources needed by different projects, and the correct utilization of those resources to all projects that need them. Visibility of resource use across all projects ties in to the previous point, in that common resource use can be seen within several projects. Project portfolio summary is quite simply the summary of reports for all factors concerning a project. Project status reporting is the frequent and accurate reporting of the status quota of a project regularly. Cost accounting is the management of all financial aspects of a project. The utilization of interfaces to complementary systems can also help take the work load off of accounting staffs
Reference:
- Verzuh, Erick (2005). The Fast Forward MBA in Project Management. 2nd edition. Hoboken, New Jersey: John Wiley & Sons, Inc.
- http://en.wikipedia.org/wiki/Kinesics
Enterprise Project Management
Ch 13
Introduction:
Only in the last 15 years or so has the development of project management as a skill, and supplementary project management skills really taken shape in the corporate world, or in any field, for that matter. We should take full advantage of all the new perspectives in project management available to us. One dramatic change that has taken place is the use of competition to focus projects and their end goals. Since then focus on end project-driven projects as a result of competition has greatly increased.
Defining enterprise project management:
What is enterprise project management, exactly? Enterprise project management (EPM) is the conscious integration of processes, technology, organizational structure, and people in order to align strategy with the execution of project. EPM ties together project resources and organizational strategy. Similarly, all the enabling components of EPM work together. However, the term EPM can only be applied in certain situations, situations in which the business is project driven, and usually where some sort of external competition is involved.
Defining practices requires assigning responsibility and authority
Authority determines almost every factor in a project: whose responsibility it is to assign tasks, whose responsibility it is to complete those tasks, whose responsibility it is to make sure that tasks are being completed promptly and accurately, and whose responsibility it is to manage the project. Assigning responsibility is just as important as assigning the authority which administers such responsibilities. Assigning authority begins by defining the manager and the sponsor, as well as any other relevant roles. An organization chart showing where authority lies and the escalating steps to that authority can be very useful to a project team.
EPM technology Capability
EPM covers an expansive range, from managing smaller, individual projects to monitoring project progress. EPM can be summarized by eight common capabilities. Project management, the most basic, consists of the plan for a project, from costs to scheduling. Team collaboration is the correct assignment of responsibilities and authority for a group to work together to reach their common goal. Visibility of interproject dependencies is the perception of common resources needed by different projects, and the correct utilization of those resources to all projects that need them. Visibility of resource use across all projects ties in to the previous point, in that common resource use can be seen within several projects. Project portfolio summary is quite simply the summary of reports for all factors concerning a project. Project status reporting is the frequent and accurate reporting of the status quota of a project regularly. Cost accounting is the management of all financial aspects of a project. The utilization of interfaces to complementary systems can also help take the work load off of accounting staffs
Reference:
- Verzuh, Erick (2005). The Fast Forward MBA in Project Management. 2nd edition. Hoboken, New Jersey: John Wiley & Sons, Inc.
- http://en.wikipedia.org/wiki/Kinesics
Controlling the Project / Measuring Progress
Controlling the Project
Measuring Progress
Ch 12
Introduction:
It is imperative to track progress just as carefully all along the span of a project, for starting out strong ensures ending a project in the same manner. If we were to only start tracking progress towards the end, it would be too late to change anything anyways. This helps using up valuable project time only to help catch up to an earlier lapse in progress. This helps us to identify problems while they are still small so they can be dealt with more efficiently.
Earned value reporting
Keeping track of costs is paramount to running a successful project. However, simply comparing planned cash flow against actual cash flow may not be sufficient; it doesn’t tell whether or not the project will be under budget, or if the project will be over budget. With earned value reporting, you can develop a more complete overall picture of the project by combining schedule and cost status, thus giving a more whole viewpoint. Only tracking schedules or only tracking cash flow blocks your perspective of the project. There are many formulas you can use to employ earned value reporting in your project.
Escalating Thresholds
Sometimes certain situations within a project arise in which certain people must be granted more authority in order to properly deal with said situation. Such temporary shifts in authority or position as a result of situational necessity are escalation thresholds. Depending on a situation, one may be brought up to higher management or even brought to the attention of senior management. Such escalation thresholds separate the changes that can be made by a project team and those that can only be made by a change board. Problem resolution thresholds give arisen problems the proper attention they need in order to be dealt with promptly and efficiently. Overall project thresholds signal to upper management the necessity to be more directly involved in a project.
Reference:
- Verzuh, Erick (2005). The Fast Forward MBA in Project Management. 2nd edition. Hoboken, New Jersey: John Wiley & Sons, Inc.
- http://en.wikipedia.org/wiki/Kinesics
Measuring Progress
Ch 12
Introduction:
It is imperative to track progress just as carefully all along the span of a project, for starting out strong ensures ending a project in the same manner. If we were to only start tracking progress towards the end, it would be too late to change anything anyways. This helps using up valuable project time only to help catch up to an earlier lapse in progress. This helps us to identify problems while they are still small so they can be dealt with more efficiently.
Earned value reporting
Keeping track of costs is paramount to running a successful project. However, simply comparing planned cash flow against actual cash flow may not be sufficient; it doesn’t tell whether or not the project will be under budget, or if the project will be over budget. With earned value reporting, you can develop a more complete overall picture of the project by combining schedule and cost status, thus giving a more whole viewpoint. Only tracking schedules or only tracking cash flow blocks your perspective of the project. There are many formulas you can use to employ earned value reporting in your project.
Escalating Thresholds
Sometimes certain situations within a project arise in which certain people must be granted more authority in order to properly deal with said situation. Such temporary shifts in authority or position as a result of situational necessity are escalation thresholds. Depending on a situation, one may be brought up to higher management or even brought to the attention of senior management. Such escalation thresholds separate the changes that can be made by a project team and those that can only be made by a change board. Problem resolution thresholds give arisen problems the proper attention they need in order to be dealt with promptly and efficiently. Overall project thresholds signal to upper management the necessity to be more directly involved in a project.
Reference:
- Verzuh, Erick (2005). The Fast Forward MBA in Project Management. 2nd edition. Hoboken, New Jersey: John Wiley & Sons, Inc.
- http://en.wikipedia.org/wiki/Kinesics
Monday, June 11, 2007
Application is the Art
Application Is the Art
Solving Common Project Problems
Ch 14
Introduction
As much technology as we have available today to help us with our projects, we are still humans, thus conflicts will always arise. It is absolutely imperative to promptly find the most efficient solution to such conflicts, as to not hinder the overall progress of the project. Different techniques can be employed to solve a variety of conflicts, from technical aspects to personal disagreements.
Responsibility beyond Your Authority
Especially with larger projects, you may find that you must rely on people and sources over which you have no authority. If such these people are shortcoming of their respective duties, your whole project suffers. Learning how to make sure other people are reliable is a vital aspect of a successful project. This can be achieved by a statement of work, communication plans, network diagrams and sponsors, just to name a few methods.
Reducing the Time to Market
We’ve all heard the phrase “time is money”. Especially in this setting, this phrase proves quite true. Since speed counts in the industry, so it is paramount to employ any techniques you need to in order to finish as soon as possible without the suffering of quality. This can be achieved by project plans, completion criteria, project status meetings, and fixed-phrase estimating.
Managing Volunteers
In many situations, in order to get things done one must enlist the use of volunteers in a project. These people do not question your leadership, however you have no real authority over them, which if not managed properly can hinder or even stop the progress of project. This can be done first of all by treating your volunteers slightly different than you would workers. Be more respectful and understanding, because unlike your workers the commitment of volunteers really does depend on how much they like you as a leader. You can also manage a volunteer project by status meetings, statement of work, status meetings, and having small tasks with strong completion criteria.
Reference:
- Verzuh, Erick (2005). The Fast Forward MBA in Project Management. 2nd edition. Hoboken, New Jersey: John Wiley & Sons, Inc.
Solving Common Project Problems
Ch 14
Introduction
As much technology as we have available today to help us with our projects, we are still humans, thus conflicts will always arise. It is absolutely imperative to promptly find the most efficient solution to such conflicts, as to not hinder the overall progress of the project. Different techniques can be employed to solve a variety of conflicts, from technical aspects to personal disagreements.
Responsibility beyond Your Authority
Especially with larger projects, you may find that you must rely on people and sources over which you have no authority. If such these people are shortcoming of their respective duties, your whole project suffers. Learning how to make sure other people are reliable is a vital aspect of a successful project. This can be achieved by a statement of work, communication plans, network diagrams and sponsors, just to name a few methods.
Reducing the Time to Market
We’ve all heard the phrase “time is money”. Especially in this setting, this phrase proves quite true. Since speed counts in the industry, so it is paramount to employ any techniques you need to in order to finish as soon as possible without the suffering of quality. This can be achieved by project plans, completion criteria, project status meetings, and fixed-phrase estimating.
Managing Volunteers
In many situations, in order to get things done one must enlist the use of volunteers in a project. These people do not question your leadership, however you have no real authority over them, which if not managed properly can hinder or even stop the progress of project. This can be done first of all by treating your volunteers slightly different than you would workers. Be more respectful and understanding, because unlike your workers the commitment of volunteers really does depend on how much they like you as a leader. You can also manage a volunteer project by status meetings, statement of work, status meetings, and having small tasks with strong completion criteria.
Reference:
- Verzuh, Erick (2005). The Fast Forward MBA in Project Management. 2nd edition. Hoboken, New Jersey: John Wiley & Sons, Inc.
Controlling the Project / Communication
Controlling the Project
Communication
Ch 11
Introduction
Controlling a project differs from planning and defining a project in that it refers to long term management of the project. Control implies the techniques and skills it takes to measure progress, foresee the direction of the project, and for successful and efficient communication.
Project communication
In any situation, communication is usually the most important factor for success in reaching a common goal. Open communication defies a good working group, more than technical skill. Constant and efficient communication amongst every member involved in the project is paramount to the success of the project. Getting right things done in the right way, which, in essence, is a project, takes communication among all members. Helpful techniques are communicating within the team, communicating with management and customers, change management, and closeout reporting. The value of communication is even greater when it comes to project managers. Each team member has four main communication needs: responsibility, coordination, status, and authorization. The project manager could make these responsibilities easier by making task assignments clear, holding individual status meetings, and putting meetings on the calendar.
Configuration management
A subset of change management, which focuses on how to apply [approved] changes, configuration management limits the changes to control documents, in turn avoiding confusion by keeping all members on the same page. This helps to avoid potential disasters, for correcting the issue can be nigh impossible once well into the project. Control documents, computer files, prototypes, and test environments can all be subject to configuration management. To implement configuration management, the first step is to identify products and items that need to be controlled. Next, the management must establish the control structure. This step must take into account access restriction, possible record of changes, and notification for all the members. The final step in the process is to assign configuration management responsibility. Choosing this person should be a cautious choice, one that can handle the job yet still be respected by all the members in the project.
Closeout reporting
Closeout reporting is an often overlooked and neglected project management activity. This is usually because this phase isn’t always the most exciting; however it can be just as important as any other. Since the end product is the goal of the entire project itself, a successful closeout reporting is vital to delivering the final product, whatever it may be. Many closeout tasks can be identified as transition tasks, such as notifying all the project participants of status changes in the project, giving product improvement ideas, or detailing any open tasks by making an updated project plan.
End point
For this particular project that I am undertaking, communication is of uttermost important because of the nature of the goals of the outcome. The final product will be promoting communication through unspoken language or what is known in the field as Kinesics. Kinesics is the non-verbal behavior related to movement, either of any part of the body, or the body as a whole.
Reference:
- Verzuh, Erick (2005). The Fast Forward MBA in Project Management. 2nd edition. Hoboken, New Jersey: John Wiley & Sons, Inc.
- http://en.wikipedia.org/wiki/Kinesics
Communication
Ch 11
Introduction
Controlling a project differs from planning and defining a project in that it refers to long term management of the project. Control implies the techniques and skills it takes to measure progress, foresee the direction of the project, and for successful and efficient communication.
Project communication
In any situation, communication is usually the most important factor for success in reaching a common goal. Open communication defies a good working group, more than technical skill. Constant and efficient communication amongst every member involved in the project is paramount to the success of the project. Getting right things done in the right way, which, in essence, is a project, takes communication among all members. Helpful techniques are communicating within the team, communicating with management and customers, change management, and closeout reporting. The value of communication is even greater when it comes to project managers. Each team member has four main communication needs: responsibility, coordination, status, and authorization. The project manager could make these responsibilities easier by making task assignments clear, holding individual status meetings, and putting meetings on the calendar.
Configuration management
A subset of change management, which focuses on how to apply [approved] changes, configuration management limits the changes to control documents, in turn avoiding confusion by keeping all members on the same page. This helps to avoid potential disasters, for correcting the issue can be nigh impossible once well into the project. Control documents, computer files, prototypes, and test environments can all be subject to configuration management. To implement configuration management, the first step is to identify products and items that need to be controlled. Next, the management must establish the control structure. This step must take into account access restriction, possible record of changes, and notification for all the members. The final step in the process is to assign configuration management responsibility. Choosing this person should be a cautious choice, one that can handle the job yet still be respected by all the members in the project.
Closeout reporting
Closeout reporting is an often overlooked and neglected project management activity. This is usually because this phase isn’t always the most exciting; however it can be just as important as any other. Since the end product is the goal of the entire project itself, a successful closeout reporting is vital to delivering the final product, whatever it may be. Many closeout tasks can be identified as transition tasks, such as notifying all the project participants of status changes in the project, giving product improvement ideas, or detailing any open tasks by making an updated project plan.
End point
For this particular project that I am undertaking, communication is of uttermost important because of the nature of the goals of the outcome. The final product will be promoting communication through unspoken language or what is known in the field as Kinesics. Kinesics is the non-verbal behavior related to movement, either of any part of the body, or the body as a whole.
Reference:
- Verzuh, Erick (2005). The Fast Forward MBA in Project Management. 2nd edition. Hoboken, New Jersey: John Wiley & Sons, Inc.
- http://en.wikipedia.org/wiki/Kinesics
Controlling the Project
Controlling the Project
Building a High-Performance Project Team
Ch 10
Introduction
Building a strong and committed team is the dream of any project manager. Controlling the project and keeping it on track, that is the outcome of a hard working project manger. Controlling a project blends the art and science of project management, (Verzuh, Erick, 2005, pg 231).
The challenge of building project teams
Luck and mystery has nothing to do with building good working teams. It is the hard work that goes into selecting the team members and creating in them the will to cooperate and learn to work together. Every team faces several difficulties before assembling as a one unit. Two main factors should be taken into consideration when creating a high-performing team. The first is the clear understanding of the team member that they are teaming up to solve some complex problems and these problems must be solved. Second, working relationship between the forming team players are temporary, hence, it is a must that they learn to get along together. It is all about employee empowerment and employee involvement.
Leadership responsibilities
Actions speak louder than words. This old saying did not go wrong when addressing leadership issues. As project managers, it is not what we believe will influence our team mates but our deeds. What inspires a team is the personal energy that comes out through example. Leaders put the team in motion, focus on the objectives and keep moving forward until goals are achieved. It is rare that the commitment and attitude of the leader drops below that of the team players. On the other hand it is vitally crucial to remember that out team mates are humans. Humans with feelings, egos, and career goals beyond this particular project that they ate part of. Their confidence in us, their leaders, may dictate their level of motivation and dedication to the progress of the project. Our genuine concern to their needs demonstrated in addressing their dignity as human beings, may by a catalyst factor in deciding their dedication to the goals of the project. We all know the golden role that came in the good book, yet it is required of us, as leaders to even treat out team mates with a little bit more that we want to be treated. Always remember to stop before you reach the burnout point for your team members’ production limit.
Active listening
As the old saying goes, listening is an art. However, active listening is double that art. For the listening to be active the listener has to be attentive to the speaker, giving them his full undivided attention. Several factors may hinder out capability as project managers to listen. Some of these hindrances could be summarize in the followings:
- Distraction caused by the environment that we are in, such as degree of comfort and relaxation that a crowded conference room can offer. That can steal our concentration.
- Some times a prior knowledge of the spoken subject may rob out full attention given to the speaker. That might give us the false conclusion regarding what is being said, believing that giving more attention to the speaker will is not necessary since we know all needed to be known about the subject at hand.
- People talk in different styles according to the part of the world they are from or according to their level of education. Listeners tend to shut speakers off when using a different style than ours.
- Also a negative past experience with the same speaker may shut us off to his ideas. A good listener has to detach themselves from any prejudice against the speaker because of prior experience.
End point
Although we all as project managers could benefit from learning how to put teams together and how to work with them and get them to work with each others. Yet in this particular project, that is one thing I have to touch lightly. I’m performing the vast majority of the work plan tasks myself. The administrative portion of the project will be taken care of by the acting dean at CE in the form of rolling on decisions and budgets.
Reference:
- Verzuh, Erick (2005). The Fast Forward MBA in Project Management. 2nd edition. Hoboken, New Jersey: John Wiley & Sons, Inc.
Building a High-Performance Project Team
Ch 10
Introduction
Building a strong and committed team is the dream of any project manager. Controlling the project and keeping it on track, that is the outcome of a hard working project manger. Controlling a project blends the art and science of project management, (Verzuh, Erick, 2005, pg 231).
The challenge of building project teams
Luck and mystery has nothing to do with building good working teams. It is the hard work that goes into selecting the team members and creating in them the will to cooperate and learn to work together. Every team faces several difficulties before assembling as a one unit. Two main factors should be taken into consideration when creating a high-performing team. The first is the clear understanding of the team member that they are teaming up to solve some complex problems and these problems must be solved. Second, working relationship between the forming team players are temporary, hence, it is a must that they learn to get along together. It is all about employee empowerment and employee involvement.
Leadership responsibilities
Actions speak louder than words. This old saying did not go wrong when addressing leadership issues. As project managers, it is not what we believe will influence our team mates but our deeds. What inspires a team is the personal energy that comes out through example. Leaders put the team in motion, focus on the objectives and keep moving forward until goals are achieved. It is rare that the commitment and attitude of the leader drops below that of the team players. On the other hand it is vitally crucial to remember that out team mates are humans. Humans with feelings, egos, and career goals beyond this particular project that they ate part of. Their confidence in us, their leaders, may dictate their level of motivation and dedication to the progress of the project. Our genuine concern to their needs demonstrated in addressing their dignity as human beings, may by a catalyst factor in deciding their dedication to the goals of the project. We all know the golden role that came in the good book, yet it is required of us, as leaders to even treat out team mates with a little bit more that we want to be treated. Always remember to stop before you reach the burnout point for your team members’ production limit.
Active listening
As the old saying goes, listening is an art. However, active listening is double that art. For the listening to be active the listener has to be attentive to the speaker, giving them his full undivided attention. Several factors may hinder out capability as project managers to listen. Some of these hindrances could be summarize in the followings:
- Distraction caused by the environment that we are in, such as degree of comfort and relaxation that a crowded conference room can offer. That can steal our concentration.
- Some times a prior knowledge of the spoken subject may rob out full attention given to the speaker. That might give us the false conclusion regarding what is being said, believing that giving more attention to the speaker will is not necessary since we know all needed to be known about the subject at hand.
- People talk in different styles according to the part of the world they are from or according to their level of education. Listeners tend to shut speakers off when using a different style than ours.
- Also a negative past experience with the same speaker may shut us off to his ideas. A good listener has to detach themselves from any prejudice against the speaker because of prior experience.
End point
Although we all as project managers could benefit from learning how to put teams together and how to work with them and get them to work with each others. Yet in this particular project, that is one thing I have to touch lightly. I’m performing the vast majority of the work plan tasks myself. The administrative portion of the project will be taken care of by the acting dean at CE in the form of rolling on decisions and budgets.
Reference:
- Verzuh, Erick (2005). The Fast Forward MBA in Project Management. 2nd edition. Hoboken, New Jersey: John Wiley & Sons, Inc.
Thursday, June 7, 2007
The Planning Process / Realistic Scheduling
The Planning Process
Realistic Scheduling
Ch 7
Introduction
A successful project should meet the goal on time and within budget. In addition to that a successful project should have a realistic schedule. A practical schedule that is feasible to accomplish. Such schedule would include a detailed knowledge, a task sequence and an account of constrains that are not within the capability of the team to solve considering objective of all the team members.
Planning
On planning any project there are two stages should be considered, the preparing stage and the developing stage. The preparing stage is when the project is defined with a work plan that states the purpose, scope of the project and the responsibilities of each team member. Also, the project manager should prepare a risk log. While the development stage is recognizing resources available, building a breakdown structure, identifying task relationship, creating a schedule, and estimate work packages in size and in milestones.
Milestones
A milestone is defined to be an event or a stage in the life of an event that demonstrate progress or development of that event with time. That been said, it is obvious that the two most important milestones in any given project are the first and the last. There are three good reasons for me as a project manager to use. These reasons are:
- To mark inputs from one project party to another.
- To keep progress organized and easy to read.
- To catch any potential problem as soon as it happens.
Scheduling
As project progresses, it is imperative that tasks are completed in such a way that a successor task doesn’t start until the predecessor one is completed (fig 7.3 pg 137). Or what is called a finish-to-start relationship which is the most common task relationship on the network. This requires an adequate scheduling and awareness of the delivery date especially if it is an externally imposed finish date. Externally imposed deadlines usually do not come with a little or no float and once the float is used up the project will run in the negative float. That happens when the finish date is impossible to meet, hence for the experienced project manager the float should not be an opportunity to move slow on tasks.
End Point
Reading Realistic Scheduling, I realized couple of concepts I wasn’t implimenting in my project. As important as the milestones are to any successful project, I really did not include them in my work plan, simply because I wasn’t aware of them and their significance to my project. Although I had a float in the finish date, I didn’t take the negative float possibility in my consideration. Although it is not too late to incorporate new milestone as the project progresses but still I would save a lot of valuable time had I used them.
The second was the finish-to-start task relationship. I'm not sure whether that would’ve worked for me but definitely my work plan would’ve been more precise and better organized. I had more than one task going the same time. It didn’t ruin my project but for sure it spread out my resources unnecessarily.
Reference:
- Verzuh, Erick (2005). The Fast Forward MBA in Project Management. 2nd edition. Hoboken, New Jersey: John Wiley & Sons, Inc.
Realistic Scheduling
Ch 7
Introduction
A successful project should meet the goal on time and within budget. In addition to that a successful project should have a realistic schedule. A practical schedule that is feasible to accomplish. Such schedule would include a detailed knowledge, a task sequence and an account of constrains that are not within the capability of the team to solve considering objective of all the team members.
Planning
On planning any project there are two stages should be considered, the preparing stage and the developing stage. The preparing stage is when the project is defined with a work plan that states the purpose, scope of the project and the responsibilities of each team member. Also, the project manager should prepare a risk log. While the development stage is recognizing resources available, building a breakdown structure, identifying task relationship, creating a schedule, and estimate work packages in size and in milestones.
Milestones
A milestone is defined to be an event or a stage in the life of an event that demonstrate progress or development of that event with time. That been said, it is obvious that the two most important milestones in any given project are the first and the last. There are three good reasons for me as a project manager to use. These reasons are:
- To mark inputs from one project party to another.
- To keep progress organized and easy to read.
- To catch any potential problem as soon as it happens.
Scheduling
As project progresses, it is imperative that tasks are completed in such a way that a successor task doesn’t start until the predecessor one is completed (fig 7.3 pg 137). Or what is called a finish-to-start relationship which is the most common task relationship on the network. This requires an adequate scheduling and awareness of the delivery date especially if it is an externally imposed finish date. Externally imposed deadlines usually do not come with a little or no float and once the float is used up the project will run in the negative float. That happens when the finish date is impossible to meet, hence for the experienced project manager the float should not be an opportunity to move slow on tasks.
End Point
Reading Realistic Scheduling, I realized couple of concepts I wasn’t implimenting in my project. As important as the milestones are to any successful project, I really did not include them in my work plan, simply because I wasn’t aware of them and their significance to my project. Although I had a float in the finish date, I didn’t take the negative float possibility in my consideration. Although it is not too late to incorporate new milestone as the project progresses but still I would save a lot of valuable time had I used them.
The second was the finish-to-start task relationship. I'm not sure whether that would’ve worked for me but definitely my work plan would’ve been more precise and better organized. I had more than one task going the same time. It didn’t ruin my project but for sure it spread out my resources unnecessarily.
Reference:
- Verzuh, Erick (2005). The Fast Forward MBA in Project Management. 2nd edition. Hoboken, New Jersey: John Wiley & Sons, Inc.
Saturday, June 2, 2007
The Planning Procees / Work Breakdown Structure
The Planning Process
Work Breakdown Structure
Ch 6
Introduction
Any project that takes more that few simple steps to complete is a complex project. For example if you are to prepare some boiled eggs, then you don’t need such a complex planning and calculating to be able to put up a working plan. Yet if you were to cook some lobster tails dinner, then you need to put together some pre-cooking working plan. First you need to get the recipe, the ingredients, the mixing formula, cooking time and instruction and probably quite few more steps. Perhaps the most powerful technique in project management is to breakdown the work plan. If done well, it can become the secret to successful project management.
Work Breakdown Structure (WBS)
The work breakdown structure or as it is some times referred to as task list. It is the tool that divides a large and complicated project into several small easy to mange tasks. Putting a WBS together helps the project manager in providing a detailed illustration of project scope also monitor progress and create accurate estimates, in addition to building project teams.
Work Package Size
According to Verzuh, the secret to a successful project management could be the ability to breakdown a large size project to smaller units of work. This way these small work units will be easier to manage and assess. In addition, it will be far more manageable in case of an uncertainty happening. As every project manager realizes that things on the planning sheets will not move as expected on ground, it is advisable that the manger plan these small unit of work with some simple yet effective rules in mind. The 8/80 rule, that suggests keeping the size of working packages between 8 to 80 hours of labor. Also, the reporting period or what is called status meetings should not be longer than the time needed to complete any of these units of work. These meetings are convened for the purpose of reporting the progress of the project and to identify any potential problems.
Planning for Quality
Quality is job number one on any project manager’s mind. Yet the phase that this quality control process takes place is crucial for the planning and delivery of the final product. Steve McConnell in his book Rapid Development, talks about the wasted efforts and lost time in repairing a defected product in the final stages. He states that “if a defect is fixed in the construction phase, it can cost 50 to 200 time as much to fix as it would have in the requirement phase.”
End Point
I found that WBS is important to my Capstone project as it is to any of the projects that mentioned in the chapter. After reading this chapter, I went back to my drawing board and tried to break it down to smaller work units, not because it is a huge and complex project but just because following WBS makes it easier and more manageable to do one task at a time, and once it is completed, I can move on to other tasks without worrying about the completed one anymore. That by itself takes away a lot of an unnecessary pressure.
Reference:
- Verzuh, Erick (2005). The Fast Forward MBA in Project Management. 2nd edition. Hoboken, New Jersey: John Wiley & Sons, Inc.
Work Breakdown Structure
Ch 6
Introduction
Any project that takes more that few simple steps to complete is a complex project. For example if you are to prepare some boiled eggs, then you don’t need such a complex planning and calculating to be able to put up a working plan. Yet if you were to cook some lobster tails dinner, then you need to put together some pre-cooking working plan. First you need to get the recipe, the ingredients, the mixing formula, cooking time and instruction and probably quite few more steps. Perhaps the most powerful technique in project management is to breakdown the work plan. If done well, it can become the secret to successful project management.
Work Breakdown Structure (WBS)
The work breakdown structure or as it is some times referred to as task list. It is the tool that divides a large and complicated project into several small easy to mange tasks. Putting a WBS together helps the project manager in providing a detailed illustration of project scope also monitor progress and create accurate estimates, in addition to building project teams.
Work Package Size
According to Verzuh, the secret to a successful project management could be the ability to breakdown a large size project to smaller units of work. This way these small work units will be easier to manage and assess. In addition, it will be far more manageable in case of an uncertainty happening. As every project manager realizes that things on the planning sheets will not move as expected on ground, it is advisable that the manger plan these small unit of work with some simple yet effective rules in mind. The 8/80 rule, that suggests keeping the size of working packages between 8 to 80 hours of labor. Also, the reporting period or what is called status meetings should not be longer than the time needed to complete any of these units of work. These meetings are convened for the purpose of reporting the progress of the project and to identify any potential problems.
Planning for Quality
Quality is job number one on any project manager’s mind. Yet the phase that this quality control process takes place is crucial for the planning and delivery of the final product. Steve McConnell in his book Rapid Development, talks about the wasted efforts and lost time in repairing a defected product in the final stages. He states that “if a defect is fixed in the construction phase, it can cost 50 to 200 time as much to fix as it would have in the requirement phase.”
End Point
I found that WBS is important to my Capstone project as it is to any of the projects that mentioned in the chapter. After reading this chapter, I went back to my drawing board and tried to break it down to smaller work units, not because it is a huge and complex project but just because following WBS makes it easier and more manageable to do one task at a time, and once it is completed, I can move on to other tasks without worrying about the completed one anymore. That by itself takes away a lot of an unnecessary pressure.
Reference:
- Verzuh, Erick (2005). The Fast Forward MBA in Project Management. 2nd edition. Hoboken, New Jersey: John Wiley & Sons, Inc.
Friday, June 1, 2007
The Planning Process / Risk Management
The Planning Process
Risk Management
Ch 5
Risk Management
Ch 5
Introduction
Uncertainty is present in every newly designed project. Even sometime when the project is completed and the product enters into the production process, things could go wrong. The conscientious project manager is the professional that has an umbrella ready for any unexpected rain storm.
Risk management
Risk management is a method to bring the uncertainties that the project may endure under control on regular basis. In addition Risk management allows the project manager to create an approach to eradicate the negative effects that the project may suffer because of that. Risk management has several advantages when implemented by the project team systematically. One of these advantages is that it reduces the frequency of unexpected problem where the team is caught unprepared.
Risk profile
As the uncertainties that may hinder the success of a project are several so are the possible solutions to them. However, a shroud project manager can learn some good lessons from prior experiences. A practical way of organizing this in a systematical way is to have a Risk profile. A Risk profile is a list of questions that address traditional areas of uncertainty on projects (The Fast Forward MBA in Project Management, Verzuh, Eric). A number of questions refined and collected from previous similar situations that the project manager found himself and the project in. These items should be relevant to the industry as well as the specific organization. They should address the final product and the management risk, and also, it should predict the scale of the risks to a certain point.
Reducing Risk
The most practical approach to risk reducing is by deciding first of all to whether I as a project manager have control over that situation or not. If I do, then I need to find a solution to it or contacting the right authority to make a rolling. However, if that risk is something I have no control over it, and then I will try my best to be ready to minimize its negative effects on the project. For example, if my project was an outdoor construction, then preparing a waterproof secured shelter for my building materials will be a step to minimize me loses from an unexpected rainy weather.
Risk Strategies
The Risk profile created for prior project should be well kept and updated as a good risk strategy and to be one step ahead of what might go wrong. There are few things to keep in mind, such as; the nature of the event, when it happened, its complexity, who was responsible, and how it was eradicated.
End Point
Appling the knowledge about risk management that I found in this chapter to my project, I find it a good risk reducing method to be working in an environment perfect for applying my finding and final product. In addition, and because of the nature of my work, I can put together a reasonable risk profile learning from my colleagues that had walked this path before and learn from their mistakes.
Reference:
- Verzuh, Erick (2005). The Fast Forward MBA in Project Management. 2nd edition. Hoboken, New Jersey: John Wiley & Sons, Inc.
Risk management
Risk management is a method to bring the uncertainties that the project may endure under control on regular basis. In addition Risk management allows the project manager to create an approach to eradicate the negative effects that the project may suffer because of that. Risk management has several advantages when implemented by the project team systematically. One of these advantages is that it reduces the frequency of unexpected problem where the team is caught unprepared.
Risk profile
As the uncertainties that may hinder the success of a project are several so are the possible solutions to them. However, a shroud project manager can learn some good lessons from prior experiences. A practical way of organizing this in a systematical way is to have a Risk profile. A Risk profile is a list of questions that address traditional areas of uncertainty on projects (The Fast Forward MBA in Project Management, Verzuh, Eric). A number of questions refined and collected from previous similar situations that the project manager found himself and the project in. These items should be relevant to the industry as well as the specific organization. They should address the final product and the management risk, and also, it should predict the scale of the risks to a certain point.
Reducing Risk
The most practical approach to risk reducing is by deciding first of all to whether I as a project manager have control over that situation or not. If I do, then I need to find a solution to it or contacting the right authority to make a rolling. However, if that risk is something I have no control over it, and then I will try my best to be ready to minimize its negative effects on the project. For example, if my project was an outdoor construction, then preparing a waterproof secured shelter for my building materials will be a step to minimize me loses from an unexpected rainy weather.
Risk Strategies
The Risk profile created for prior project should be well kept and updated as a good risk strategy and to be one step ahead of what might go wrong. There are few things to keep in mind, such as; the nature of the event, when it happened, its complexity, who was responsible, and how it was eradicated.
End Point
Appling the knowledge about risk management that I found in this chapter to my project, I find it a good risk reducing method to be working in an environment perfect for applying my finding and final product. In addition, and because of the nature of my work, I can put together a reasonable risk profile learning from my colleagues that had walked this path before and learn from their mistakes.
Reference:
- Verzuh, Erick (2005). The Fast Forward MBA in Project Management. 2nd edition. Hoboken, New Jersey: John Wiley & Sons, Inc.
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