Next Level Critical Path Management

/0 Comments/in /by

critical path managementThe critical path is the longest sequence of tasks in a project. Delays on the critical path will also delay project completion. To keep your project schedule on track, it’s important to keep an eye on near-critical paths and other path changes (and communicate them to stakeholders).

  • Near-critical paths. Let’s say a project’s critical path is 42 days. But the duration of another path is 44 days. With only 2 days of leeway (that is, slack) on this second path, even a short delay could change which path is critical. That’s why the second path is considered a near-critical path. Managing near-critical paths is important because they can become the critical path with a minor delay. Tell management about any near-critical paths, because scope, priority, or other changes that they might want to make could impact the project more than they realize.
  • Path changes due to risk responses. Risk plans identify risks and the actions to take to respond if a risk comes to fruition. These actions could affect pathways through the schedule, changing the critical path duration, switching to a new critical path, or creating a new near-critical path. Communicating these potential changes to management demonstrates your control of the project and attention regarding the project’s deadlines. For example, if a product purchased from a vendor could be delayed, the risk mitigation actions might be negotiating and purchasing a product from an alternate vendor. Negotiating, procuring, receiving, and testing the alternate product could add tasks to your plan that could result in a new critical path or near-critical paths. Those tasks could also eat into schedule contingency, which should also be communicated to management.
  • Path changes from unexpected resource changes. Losing project resources is a common risk. Significant changes will occur if the project has to absorb resource changes beyond what’s addressed in the risk plan. Resource changes can affect the schedule in many ways. You need to analyze potential changes to critical and near-critical paths in enough detail so that management can make informed decisions about the resource changes and their impact. The schedule needs detail, including who is assigned to each task, task work and duration estimates, and the work and duration changes that would occur if a less-skilled person takes over a task.
  • Path changes from changes to scope, business direction, or strategy. Changes to the project scope, business direction, or strategies can seem straightforward, but they can complicate project management. A colleague was managing a project that had to accommodate two new business processes considered crucial to the growth of the sponsoring business. On the surface, validating the new processes in the project’s new computer system deliverables seemed straightforward. In reality, the validation effort required additional technical and business skills, which added 3 weeks to the critical path and created two new near-critical paths. These changes meant project management expanded to scrutinizing three times as many tasks (counting the critical and near-critical path tasks) as before.

Take a moment now to check whether your current project schedule has near-critical paths. If so, which additional tasks do you need to watch and what steps do you need to take?

 

For more about project schedules, check out my Project Management Foundations: Schedules course.

 

My course Project Management Foundations was #2 in LinkedIn Learning’s Most Popular courses of 2024. Watch it for free with this link!

 

 

 

Coming Up

My updated version of Agile Project Management with Microsoft Project has been published! Click here to watch.

_______________________________________

This article belongs to the Bonnie’s Project Pointers newsletter series, which has more than 85,000 subscribers. This newsletter is 100% written by a human (no aliens or AIs involved). If you like this article, you can subscribe to receive notifications when a new article posts.

Want to learn more about the topics I talk about in these newsletters? Watch my courses in the LinkedIn Learning Library and tune into my LinkedIn Office Hours live broadcasts.

_______________________________________

A Tip for Introverted Project Managers: Your team probably likes you that way.

/in /by

A tip for introverted project managers

 

With all the people skills project managers need, introverts might worry that they won’t be able to manage projects effectively. As a fellow introvert, I can reassure you that introverts can make great project managers. Here’s why:

Many of your team members are introverts. Engineers, developers, technical folk of all ilks tend to introversion. They usually want clear, rational reasons why the project is important and how they fit into the project picture. They almost always dislike sales pitches and hype.

It turns out, executives also appreciate clear, fact-based explanations of where a project stands, issues it faces, and what can be done.

As an introverted project manager, you might be most comfortable organizing the project environment and making sure the work gets done. You also understand the importance of the project, the makeup of the players, and more. You are the perfect person to help your team members grasp the info they need, because you can talk in their language.

What’s more, you don’t have to be a cheerleader to lead a team. Introverts can inspire and motivate people just fine. Think leading by example. Or guiding and growing your team members behind the scenes. (As an introvert, you’re likely to manage people with a lighter touch than extroverts use.)

Finally, well-planned, thoughtful, and powerful persuasion can convince people at all levels to do what’s needed.

To learn more about leading, check out the courses in the LinkedIn Learning Become a Leader learning path.

#bonniebiafore #projectpointers #projectmanagement

 

Coming Up

January 9, 2025 Coaching Your Project Sponsor

The project sponsor plays a big part in the success of the project. And yet, very few executives understand their role as project sponsor. In this Office Hours, Antonio Nieto-Rodriguez joins me to talk about what makes a great project sponsor and what you can do to ensure that your sponsor lives up to their title.

______________________________________

This article belongs to the Bonnie’s Project Pointers newsletter series, which has more than 83,000 subscribers. This newsletter is 100% written by a human (no aliens or AIs involved). If you like this article, you can subscribe to receive notifications when a new article posts.

Want to learn more about the topics I talk about in these newsletters? Watch my courses in the LinkedIn Learning Library and tune into my LinkedIn Office Hours live broadcasts.

_______________________________________

Project methodology considerations

/in /by

Choosing the right methodology for your project is crucial for success. Agile methods are effective when iterative development is suitable for the product, capable technical team members are available, and access to client stakeholders is assured. But other considerations may affect which methodology you choose.

  • Do specific milestones have to be met? Consider a project’s date-driven key process indicators (KPIs) when selecting a methodology. The flexibility and adaptability of Agile projects is meant to support iterative KPIs to measure progress, focusing on incremental improvements. On the other hand, structured waterfall projects are more suitable for milestone-based KPIs, when an agreed set of pre-defined objectives must be achieved by a specific date. Agile can be used to deliver milestone-based KPIs. However, when specific and detailed requirements are in place, stakeholders are less likely to want to participate in project development to the degree that agile requires. If stakeholders aren’t committed, waterfall is the best approach, especially in larger organizations that often are reluctant to assign key operational personnel to longer-term projects. Waterfall methodology is also a better approach for industries or projects that have specific regulatory or compliance milestone requirements that require a more structured and documented approach. 
  • Is the project complex? Complex projects benefit from a waterfall approach, especially those with interdependencies between numerous internal groups or external entities. Planning interactions and timeframe commitments must be carefully structured and agreed upon beforehand. The fluid nature of agile can make these inter-organizational interactions challenging. Less complex projects, with few internal interactions, are more suited to agile, given its flexibility and short-term delivery mindset.
  • Are there many assumptions associated with the project? Project justifications that rely on many assumptions — or assumptions tied to crucial aspects of the business –are more suitable for agile because it promotes learning and iterative improvement. Risks are reduced via quick prototype features built to validate assumptions, diminish risks, and confirm suitability for business processes and outcome generation. A waterfall approach when many assumptions go into a project justification introduces risks that aren’t likely to be resolved in the short-term.
  • Is the project aligned with strategic or shorter team goals? Projects aligned with long-term strategic plans might favor a waterfall approach, because they must produce more extensive, non-flexible objectives. In contrast, agile is ideal for addressing shorter-term changing market conditions and achieving quick wins from a cost or productivity standpoint.

 

Have you used other considerations to choose between methodologies? What happens if the company wants to force a methodology that doesn’t suit your project? Share your experiences with us in the comments section.

For more about methodologies, check out my Project Management Foundations course.

_______________________________________

This article belongs to the Bonnie’s Project Pointers newsletter series, which has more than 83,000 subscribers. This newsletter is 100% written by a human (no aliens or AIs involved). If you like this article, you can subscribe to receive notifications when a new article posts.

Want to learn more about the topics I talk about in these newsletters? Watch my courses in the LinkedIn Learning Library and tune into my LinkedIn Office Hours live broadcasts.

_______________________________________

Focus on Project Goals

/in /by

Long-term goals are what projects are all about. Daily project challenges make it difficult to keep focus on those goals. Here are tips to help you keep your eye on the prize of successful project completion.

  • Use two goal definitions. The first set of project goal definitions needs to be relatable to your stakeholders to maintain their interest and support. But what about your needs? To keep you moving toward completion of the project and your growth opportunities, write your own goals for project completion. What will you gain personally? How will this project’s success help you get your next assignment? What other benefits might you receive after the project is completed?
  • Track multiple milestone types. Milestones can demonstrate progress. Because that progress can take several forms, create milestones that show positive movement for your stakeholders. Create a second set of milestones that are significant for the project team, like getting interfaces to work, overcoming a problem, or settling team staffing. Acknowledging these accomplishments boosts team morale and recognizes the valuable contributions all of you are making to the project’s success.
  • Focus on learning moments. Projects offer a bounty of unexpected moments, many of which are great learning opportunities. The more difficult, the more learning! Reflect on what you and the team have learned from what the project has thrown at you. How can you apply that learning to your current and future projects? You’ll see the value of the project journey — and the destination.
  • Adjust your plans without shame! Projects present us with unique circumstances. Despite diligent planning, you may have to adjust mid-flight. That’s okay! It’s part of project management and increases your ability to deliver your project successfully. Ignoring the need to replan is a much worse sin. 
  • Hold celebrations along the way. Achieving milestones, learning lessons, and successful replanning are causes to celebrate. Don’t wait until the end to acknowledge your accomplishments. Get your team together, celebrate your progress, and enjoy the journey.

Be honest: are you still aiming for your project target or are you lost in the weeds of day-to-day project minutiae? If you’re lost in the weeds, take a moment now to try one of these tips. If you’re laser-focused, share one of your secrets with the rest of us in the comments section.

For more about goal setting, check out Todd Dewett’s  Performance Management : Setting Goals and Managing Performance course.

_______________________________________

This article belongs to the Bonnie’s Project Pointers newsletter series, which has more than 82,000 subscribers. This newsletter is 100% written by a human (no aliens or AIs involved). If you like this article, you can subscribe to receive notifications when a new article posts.

Want to learn more about the topics I talk about in these newsletters? Watch my courses in the LinkedIn Learning Library and tune into my LinkedIn Office Hours live broadcasts.

_______________________________________

Make the Most of Opportunities in Risk Management

/in /by

Focusing on Opportunities

To most people risk has a negative connotation. In risk management, opportunities are the bright side of risk. This article identifies several common opportunities that projects can use to their advantage.

Let’s start by reviewing the terms used to describe positive risk and the actions that can be taken to turn them into reality.

  • A risk often focuses on the negative, for example, a delay caused by a late shipment.
  • An opportunity, according to the Project Management Institute (PMI), focuses on the positive, such as early project completion because a shipment arrives early.
  • To exploit an opportunity is to take action(s) to help realize that opportunity. For example, an exploiting activity for early shipment arrival opportunity might be to set up a bonus payment for the shipper to deliver ahead of schedule. 
  • The outcome is the potential benefit when that opportunity is realized. In our example, that outcome might be savings on labor cost because the project finished early. 

Here are several opportunities that can provide significant value. Take time to consider whether they apply to your project, and, if so, plan for them.

  • Accelerating product development. Exploring ways to deliver sooner can realize business value earlier, which might increase profit. For example, invest in better development tools, train staff members to use AI’s development capabilities, or add highly skilled employees to the team. Agile methods can speed up product development when skilled team members are available and their workload allows them to focus on producing project deliverables. 

Summary: 

Opportunity = Accelerate product development to complete the project sooner

Exploit actions = Invest in better development tools; train staff members to use AI; add skills to the team

Potential benefit: Realize project benefits earlier, increasing profit

  • Consider shortcuts. Opportunities can be pursued by crashing or fast-tracking a schedule to complete projects earlier. Tasks that aren’t necessary could also be bypassed. Note, however, that crashing, fast-tracking, and bypassing tasks can introduce negative risks. For example, bypassing testing before delivering a product usually creates expensive fallout. Shortcuts that support opportunities and introduce minimal risk include bypassing sequential department reviews in favor of prototype testing, where many departments can validate a product simultaneously. No matter which shortcut approach, balance the negative and positive risks to ensure the best outcome for stakeholders.

Summary: 

Opportunity = Use shortcuts to complete the project earlier

Exploit actions = Crashing or fast-tracking the schedule, by-passing unnecessary tasks

Potential benefit: Saving money by finishing the project sooner

  • Reduce manual overhead tasks. AI can automate tasks such as creating draft meeting notes or providing templates for project control documentation. Tools are readily available to automate processes such as expense and decision approvals. These tools save time and can expedite progress through the project lifecycle, as staff time can be directed toward knowledge-based activities rather than chasing administrative tasks. Time saved can be allocated to creative thinking or trying new solutions that can exploit project opportunities.

Summary: 

Opportunity = Reduce overhead tasks/manual labor

Exploit actions = Use AI tools 

Potential benefit: Better project solutions due to a reduction of manual labor and using the time gained on knowledge-based activities

  • Expand available skills. A lack of staff knowledge and availability can introduce project constraints. Partnering with specialist consulting firms can expand the availability of skills and introduce new technology or processes. This specialized expertise can expand product viability or allow a project to deliver more quickly, providing significant opportunities for sponsoring businesses.

Summary: 

Opportunity = Expand skills and capabilities

Exploit actions = Develop strategic partnerships with specialist firms

Potential benefit: Expanded product viability and quicker project delivery

  • Seek to exceed requirements. When given time, team members can derive product ideas that exceed stakeholder’s requirements. Delivering against these product ideas can exploit opportunities. However, that should NEVER be done without a proper change management review before developing products with expanded capability. 

Summary: 

Opportunity = Exceed requirements

Exploit actions = Invest in time to derive new product ideas that surpass stakeholder expectations

Potential benefit: Happier customers, more profit in a commercial environment

 

What other types of opportunities have you found in your projects? Do you track these so you can see whether they might apply to your future projects? Just like lessons learned, potential opportunities make for a great checklist.

 

For more about risk management, check out Bob McGannon’s Project Management Foundations: Risk course.

 

Coming Up

January 9, 2025 Coaching Your Project Sponsor

The project sponsor plays a big part in the success of the project. And yet, very few executives understand their role as project sponsor. In this Office Hours, Antonio Nieto-Rodriguez joins me to talk about what makes a great project sponsor and what you can do to ensure that your sponsor lives up to their title.

______________________________________

This article belongs to the Bonnie’s Project Pointers newsletter series, which has more than 82,000 subscribers. This newsletter is 100% written by a human (no aliens or AIs involved). If you like this article, you can subscribe to receive notifications when a new article posts.

Want to learn more about the topics I talk about in these newsletters? Watch my courses in the LinkedIn Learning Library and tune into my LinkedIn Office Hours live broadcasts.

_______________________________________

How to Coach Your Project Sponsor

/in , /by

How to Coach Your Project Sponsor

How to Coach Your Project Sponsor

An effective sponsor can contribute 30% or more to a project’s success. Yet, according to recent research performed jointly with Harvard Business Review, only 13% of executives have received specific training on how to be a successful project sponsor. What do good sponsors do and how can you make sure yours is doing those things?

A project sponsor is usually a senior executive with a vested interest in the success of the project and enough authority to shepherd it to success. A sponsor makes sure the project is aligned with the organization’s strategy and goals, helps obtain the funding and resources it needs, supports the project and the project manager, communicates with senior management and stakeholders about the project, oversees project execution, assists with solving challenging problems, and more.

The sponsor does a lot, so a bad or untrained project sponsor can lead to an unhappy team and project failure. Antonio recommends coaching your sponsor. For example, at the beginning of the project, set up a meeting with your project sponsor to review the importance of the role and its key responsibilities, and discuss how the two of you will work together. Then, request a 30-minute meeting, ideally every two weeks on the same day and time to create a habit. In this meeting, you can provide a project update and discuss any support you need. 

Have questions about the specific duties of project sponsors, how they can support you as the project manager, or how you diplomatically coach an executive-level project sponsor? Join Antonio and Bonnie in their Office Hours event, Building a Better Project Sponsor, on January 9, 2025, at 9 AM MT.

Coming Up

December 11, 2024 Where Microsoft Project Management Tools Stand Today

Microsoft project management products come and go, change names, and introduce or retire features, which can be confusing and a bit nerve-wracking. On December 11, 2024 at 9am ET/11am MT, Bonnie Biafore and Cindy M. Lewis will answer your questions about Microsoft’s project management tools: what’s changing, what’s new, and what’s staying the same. Feel free to add your questions to the comments section of the event.

January 9, 2025 Coaching Your Project Sponsor

The project sponsor plays a big part in the success of the project. And yet, very few executives understand their role as project sponsor. In this Office Hours, Antonio Nieto-Rodriguez joins me to talk what makes a great project sponsor and what you can do to ensure that your sponsor lives up to their title.

_______________________________________

This article belongs to the Bonnie’s Project Pointers newsletter series, which has more than 82,000 subscribers. This newsletter is 100% written by a human (no aliens or AIs involved). If you like this article, you can subscribe to receive notifications when a new article posts.

Want to learn more about the topics I talk about in these newsletters? Watch my courses in the LinkedIn Learning Library and tune into my LinkedIn Office Hours live broadcasts.

______________________________________

Delivering Projects in a VUCA World

/in /by

The world is complicated. Almost every project faces variability, uncertainty, complexity, and ambiguity (VUCA), which makes delivering even the most straightforward project a challenge. Here are 5 ways to increase project success in a VUCA world:

  • Engage in regular, transparent communication. The sponsor, key stakeholders, and the team are all invested in project success. They will make significant contributions as long as they understand how. To help everyone contribute, communicate status, project needs, and risks truthfully and frequently. Regular communication fosters trust in the project manager and project processes. It also encourages people to share information with the project manager, which helps avoid issues. With everyone on the same page, uncertainty, variability and ambiguity will be less challenging.
  • Embrace plans, but not too tightly. Jeff Bezos, Executive Charman of Amazon, said, “Any business plan won’t survive its first encounter with reality.” Project plans are no different. Plans are crucial, but reality will require changes to those plans: staff shuffles, business prioritization, inaccurate estimates, and more. When you have to deal with reality and its variability, change your plan pragmatically to adjust accordingly.
  • Use agile approaches when conditions are right. Agile addresses ambiguity, uncertainty, and variability by supporting learning and business change. A principle of agile is to learn as you go. Stakeholders use early deliverables to increase their understanding of what the project team can produce. Agile works when the project’s products can be created and modified quickly, and appropriately knowledgeable team members are available.
  • Hold pre-mortem meetings! Hold meetings to envision negative and positive project outcomes and discuss how to address them over the project’s duration. For example, if staffing demands typically create issues for projects, discuss how to address this problem in the long term. One way to deal with staffing issues is to use contracted skills from the beginning with internal staff as reviewers for most of the project while requiring that they own and complete specific tasks. Picture how this would work and the positive and negative impacts it would have on team members and project output.
  • Follow what the data tell you. Do whatever you can to obtain project history. Gathering data and abiding by what they say helps reduce VUCA by aligning expectations with reality. If a set of tasks consistently takes two months to complete, don’t cave to pressure to finish those tasks in one month. Those tasks will take two months unless you change staffing or use new processes or tools. Don’t tell management anything different. (Another way to say this is “hope is not a strategy.”)

Think about your current or recent project. Identify any VUCA characteristics it presents. Would the methods above help make the project more manageable? What else could you try?

Coming Up

December 4, 2024 Survival Tips for Managing a Difficult Boss

We’ve all had at least one – a boss that makes our jobs challenging if not impossible. They come in several forms, each with their unique challenges, such as the clueless chameleon, the MIA boss, the meddlesome micromanager, the wishful thinker, and more. In this Office Hours, Dana Brownlee joins me to talk about the different types of difficult bosses, how to identify which one we’re dealing with and what we can do to work with them successfully.

December 11, 2024 Where Microsoft Project Management Tools Stand Today

Microsoft project management products come and go, change names, and introduce or retire features, which can be confusing and a bit nerve-wracking. On December 11, 2024 at 9am ET/11am MT, Bonnie Biafore and Cindy M. Lewis will answer your questions about Microsoft’s project management tools: what’s changing, what’s new, and what’s staying the same. Feel free to add your questions to the comments section of the event.

Where Microsoft Project Management Tools Stand Today

/in /by

Microsoft project management products come and go, change names, and introduce or retire features, which can be confusing and a bit nerve-wracking. In this article, Cindy M. Lewis and I clarify the current state of Microsoft’s PM tools (with an Ask Me Anything Office Hours to follow on Dec. 11, 2024).

What about all the tools I love? Are those going away?

They are not going away any time soon. Microsoft has been clear in many public meetings: for some time to come, if you use an existing project management tool like Project Online or Project Professional, those tools will continue with their current names and methods to access them.

Microsoft understands that organizations need time to adjust to and test new solutions. For example, many users around the world use Microsoft’s enterprise scheduling tool, Project Online, which includes both desktop and web browser components. Project Online will still exist. Customers with Project Online licenses will get a perk — they will also have licenses for the “new” Planner with expanded (Premium) features.

OK, what’s with the “new” Planner? I thought it already existed.

Planner classic, a simple task management app, has been around for quite some time. In fact, it was the most popular app added in Teams. In the past, it went by other names such as Tasks by Planner. Part of the confusion arises because Microsoft also introduced a 100% web-based collaborative project scheduling tool, “Project for the web”.

Due to customer feature requests for both solutions, Microsoft decided to merge the two products into one. According to Howard Crow, Project/Planner Product Manager at Microsoft, because “Everything starts with a plan,” the merged product is called Planner (“new” Planner to differentiate from Planner classic.)

Another reason for the Planner name is that many people manage projects without even realizing it. A more commonly understood and more informal name helps people adopt the product quickly.

Going forward, Planner will represent the collaborative web-based solution, the app in Teams) and the tool you see when you access Planner plans in other ways.

My Planner looks different than a colleague’s version of it. What’s up with that?

Either you don’t have access to the newest version of Planner or your licensing is different from your colleague’s. Microsoft regularly updates the features available in the classic versus premium versions.

I still see both Planner and Project for the web in Microsoft 365 and Teams.

During this transition period, it will look like there are two independent solutions (Planner and Project for the web). Don’t get hung up on the name. The Project option might actually take you to the new Planner. Instead, use your favorite method to access the tool you normally use (or try the other one if you don’t see the features you want.)

What Microsoft PM tool do I really need?

It depends on your requirements. For complex scheduling or more security around scheduling, Microsoft Project desktop client is the way to go. For a real-time collaborative scheduling app that fully integrates with Teams, go with Planner. As announced at Microsoft Ignite, if you are using Teams for meetings, project collaboration, and Copilot as your AI tool, more integration with Planner is coming. Also, if you are already using “Project for the web”, your plans show up in Planner in Teams automatically.

The last word (for now)

The new Planner doesn’t eliminate Microsoft Project desktop or Project Online. The new Planner represents a new way of working and collaborating on projects.

Cindy and I both have LinkedIn Learning courses to help you. Here’s a link to Cindy M. Lewis’ main course page: https://www.linkedin.com/learning/instructors/cindy-m-lewis

And here’s Bonnie’s: https://www.linkedin.com/learning/instructors/bonnie-biafore

If you have more questions join us on December 11, 2024 at 11am MT.

Coming Up

Survival Tips for Managing a Difficult Boss

We’ve all had at least one – a boss that makes our jobs challenging if not impossible. They come in several forms, each with their unique challenges, such as the clueless chameleon, the MIA boss, the meddlesome micromanager, the wishful thinker, and more. In this Office Hours, Dana Brownlee joins me on December 4, 2024 at 9AM MT/11AM ET to talk about the different types of difficult bosses and what we can do to work with them successfully.

_______________________________________

This article belongs to the Bonnie’s Project Pointers newsletter series, which has more than 81,000 subscribers. This newsletter is 100% written by a human (no aliens or AIs involved). If you like this article, you can subscribe to receive notifications when a new article posts.

Want to learn more about the topics I talk about in these newsletters? Watch my courses in the LinkedIn Learning Library and tune into my LinkedIn Office Hours live broadcasts.

_______________________________________

Gathering project perspectives

/in /by

Effective project managers work to understand the diverse perspectives stakeholders have about a project, so they can manage conflicts and keep everyone engaged. Interviews and polling are two standard approaches. Here are other effective methods to gather different viewpoints of a project.

  • Interactive workshops. To identify project perspectives that are otherwise hard to uncover, consider brainstorming, mind-mapping, or other approaches involving rich interaction between stakeholders. The benefit of interactive workshops is that you can connect ideas to the outcomes stakeholders expect from the project. Free-flowing discussions can also generate new ideas, which might expand the value the project brings to the organization.

  • Focus groups. These meetings allow for in-depth discussions and can reveal nuanced opinions that might not come up in larger settings. Focus groups aim to gather insights, while the goal of an interactive workshop is to solve problems, generate ideas, or provide training actively. A consensus is often the target of interactive workshops, which is not the case for focus groups. For example, an interactive workshop would be appropriate to develop potential new processes for billing customers and then select the best option by consensus. A focus group would be held to collect features that various customers would want from a new version of a product. In the focus group, consensus isn’t the goal. It’s collecting a broad set of ideas for new product features.

  • Establish a sponsorship committee. A sponsorship committee can provide ongoing insights and guidance throughout the project’s lifecycle. The committee doesn’t reduce the sponsor’s decision-making power. It enables people to present other perspectives to assist the sponsor in setting project direction.

  • Job shadowing. Shadowing is a powerful approach to gathering project perspectives. Observing stakeholders at work provides unique insights into how people perform their work and the potential improvements the project can deliver. Stakeholders often don’t know the potential of new tools or have difficulty articulating business challenges.

  • Town hall meetings. Town hall meetings can reveal perspectives for projects with a broad impact on communities within and outside the organization. These events capture a wide range of viewpoints and concerns. Pro tip: Have an experienced facilitator run town hall meetings, because managing meetings with widely disparate stakeholders can be challenging.

  • Cross-functional team rotations. Implement short-term rotations where team members work in different project areas or departments. This cross-pollination of ideas can bring fresh perspectives to the project.

Think about your current project or a recent one. How did you uncover stakeholders’ perspectives about the project? Would any of these methods help identify perspectives?

For more about stakeholders, check out Natasha Kasimtseva’s Managing Project Stakeholders course or Dana Brownlee’s Managing Up for Project Managers: Working with Challenging Senior Stakeholders.

Coming Up

Office Hours Live Survival Tips for Managing a Difficult Boss, Wednesday Dec 4, 2024, 9:00 AM MT

We’ve all had at least one – a boss that makes our jobs challenging if not impossible. They come in several forms,each with their unique challenges, such as the clueless chameleon, the MIA boss, the meddlesome micromanager, the wishful thinker, and more. In this Office Hours, Dana Brownlee joins me to talk about the different types of difficult bosses, how to identify which one we’re dealing with and what we can do to work with them successfully. To sign up, click here.

_______________________________________

This article belongs to the Bonnie’s Project Pointers newsletter series, which has more than 81,000 subscribers. This newsletter is 100% written by a human (no aliens or AIs involved). If you like this article, you can subscribe to receive notifications when a new article posts.

Want to learn more about the topics I talk about in these newsletters? Watch my courses in the LinkedIn Learning Library and tune into my LinkedIn Office Hours live broadcasts.

_______________________________________

Integration is a people first process

/in /by

Project integration can be tricky when you combine multiple technical components, processes, or both. Most people focus on the technical side of an integration. Yet, the problems in integrations are often technical errors caused by communication and human elements. Here are some actions that help prevent technical issues with integrations.  

  • Specifically assign ownership. Two or more teams serving as owners on an integration exercise is asking for trouble. Like with project tasks, assign one owner to coordinate integration efforts and guide the teams. That way, decisions are made on time and you avoid the “left hand thinking the right hand was working on this” type of issue.  
  • Create a communication plan specific to each integration. Communication between all teams is critical for success in integrations. Create a communication plan so all parties know how, when, and who will direct integration teams. It doesn’t have to be overly detailed. Make sure that team communication is managed and kept in a version-controlled central location. Assign primary and backup points of contact. Share issues related to people or technical issues between teams with critical project personnel even if they aren’t a member of an integration team (think project manager). 
  • Create cultural alignment. Teams from different companies or geographies will have different cultural norms. As a result, decision-making, problem-solving approaches, and engagement with different companies can vary dramatically. Creating cultural alignment around how the teams operate is important for integration success, but often overlooked. Work with the people assigned as integration owners to create cultural alignment between teams in an integration exercise. 
  • Don’t skimp on travel. Integration teams must work together smoothly, and technical integrations must work perfectly to achieve project success. Allow the teams to work in the same space and examine the same technical tools and components together. This makes a huge difference when it comes to working efficiently. You can avoid expensive technical misinterpretations by co-locating integration team members at various times during their work. The efficiencies gained and the technical errors avoided will more than make up for the travel expense.
  • Assemble the best possible change management review team. Integrations are complicated. Effective change management is crucial. A review team with knowledgeable team members and management is essential. Experienced integration project managers will often have a different review team for integration changes because of the depth of knowledge required to make appropriate decisions. This often means two change reviews, one with the integration review team and the second with the standard project review team. The extra time is worthwhile to ensure the best minds review integration-related changes.

For more about project integration, check out Oliver Yarbrough’s Project Management Foundations: Integration course.

Coming Up

Office Hours Live – Survival Tips for Managing a Difficult Boss Wed, Dec 4, 2024, 9:00 AM MT

We’ve all had at least one – a boss that makes our jobs challenging if not impossible. They come in several forms, each with their unique challenges, such as the clueless chameleon, the MIA boss, the meddlesome micromanager, the wishful thinker, and more. In this Office Hours, Dana Brownlee joins me to talk about the different types of difficult bosses and what we can do to work with them successfully. To sign up, click here.

_______________________________________

This article belongs to the Bonnie’s Project Pointers newsletter series, which has more than 80,000 subscribers. This newsletter is 100% written by a human (no aliens or AIs involved). If you like this article, you can subscribe to receive notifications when a new article posts.

Want to learn more about the topics I talk about in these newsletters? Watch my courses in the LinkedIn Learning Library and tune into my LinkedIn Office Hours live broadcasts.

_______________________________________