Project Management – Page 26

How long can I live with project assumptions?

August 26, 2019/in Project Management /by Bonnie Biafore

How long should you proceed with your project without validating assumptions?

Assumptions about a product’s or idea’s marketability should be validated quickly. Money spent on a product with unvalidated marketability is at risk. Share product specifications, drawings, or a mock-up built with Legos, but produce a prototype to validate your product’s marketability.

Key stakeholder assumptions about funding or staffing should also be validated quickly. Get with your stakeholders early and convert assumptions into commitments.

Assumptions about the availability or capability of a product you need are sometimes critical to confirm, sometimes not. If the product is unique, confirm your assumption ASAP. If there are alternatives, the assumption can probably wait.

Assumptions about government legislation, licensing or approvals can be tricky.Often, they’re a make or break proposition for your project. Unfortunately, you only know what you’re dealing with after the government passes a law (or not) or grants a license. Plan your project around these approval events, and weigh the risks of working before you fully understand the government’s decision.

Assumptions about data being available to support your project is important to resolve early. For example, you might obtain a new software system that depends on critical data to operate properly. Purchasing that system before validating that the required data is available is VERY high risk. Determine how to obtain and determine the accuracy of that data as soon as possible.

Project assumptions can be broad and varied. What inaccurate assumptions have you heard about that created issues? Share those in the comments section so we can all learn together!

What should you do if you don’t agree with the project business case?

August 6, 2019/1 Comment/in Project Management /by Bonnie Biafore

The answer depends on what makes you uncomfortable.

The project business case forms the basis of the project. Get it wrong and the likelihood of a successful project is low.

If you believe the business case data lacks integrity, discuss this with your sponsor immediately. Contrast your information with what’s in the business case and work through the differences. The business case sets expectations, so you’ll eventually need to compare project outcomes against the business case. Don’t wait until the end of the project to challenge the business case. Take action now!

If you’re concerned with risk in the business case, seek to understand your sponsor’s risk profile. As a project manager, part of your role is to ensure your sponsor and key stakeholders understand the project risks. Your role is NOT to ensure risk goes away, When you’re concerned with business case risk, point out the risks to stakeholders and establish response plans. When you understand the risks your sponsor is comfortable and uncomfortable with, you can perform risk management effectively.

If the business case was not built collaboratively, review the business case with key stakeholders. They usually focus on their own interests and perceptions of risk and may be uncomfortable with the business case or its approaches. Discussions to analyze and align the business case with key stakeholders are critical. Moving forward with a business case that hasn’t been reviewed and agreed upon makes it difficult to get staffing and decision-making support.

Proactively addressing issues in the business case will help you deliver your project successfully as well as establish your authority with project stakeholders.

What if the sponsor doesn’t want a feasibility study – they want a 100% guarantee!!!

July 29, 2019/in Project Management /by Bonnie Biafore

Projects are risky by definition! You are trying to create something that has never been created before. Some executives find this uncomfortable and request a feasibility study to determine whether the project is viable. It’s a smart thing to do: it helps you build a good initial scope statement and project charter. However, if the feasibility study is supposed to create certainty about the project outcome – meaning no risk – you’ve got a problem. Here are some tips if you find yourself in this situation.

Focus on creating a risk plan and sharing it enthusiastically. This may seem a bit counter-intuitive. You have executives who don’t want risk, and the advice is to shove a risk plan in their face! The fundamental truth is that projects involve risk. Embrace that! Presenting a methodical way to approach risk is the best way to balance the reality of those risks with a sense of control.
Package your project approach as a story. When your executive sees how the project can come to pass via a believable story, you can ease their fears and allow a reasonable project to move forward.
Focus on the steps in your plans and how you can validate each step as they occur. Executives often fear that they will lose control and incur large expenses or delays. Building sound plans and project controls can ease your executives’ anxiety. Make your sponsor comfortable that they will have control over the project and can act proactively if things go sideways. Doing so will put your sponsor, yourself and your organization in a much better position to deliver a viable project.
Understand your sponsor’s greatest concerns and communicate status about those concerns. If they are concerned about spending, create as detailed a budget and spending plan as you can and review status regularly. When the status isn’t good, report it quickly — along with actions that can be taken. Ensure a sense of control and understanding is present regarding your project, and you and your sponsor are more likely to work together to produce great project outcomes.

Top 5 Project Management Skills You Never Knew You Needed

July 16, 2019/in Project Management /by Bonnie Biafore

As a project manager no two days are the same. Business changes, project dynamics, and the myriad stakeholders you deal with are just the beginning. For daily entertainment, here are a few additional project management skills you must develop and deploy to be effective:

Storyteller – Effective conversations and project documentation are the beginning of your project story. What you really need is vivid communication–the story of how your project can progress from idea to reality. Senior leaders need reassurance, often in the form of hero reports and processes that save the day. Practice telling the story of your project. To be certain your story will sell your senior leaders, make it part Marvel action movie and part warm snuggly lullaby. Do that, and you’ll be in your project’s driver’s seat.
Non-insulting Consultant – One of the more challenging things a project manager does is turn away work. That’s right – you have to say no to some project assignments. Pet projects, impractical projects that sponsors erroneously assume employees will buy into, and other unrealistic project concepts will cross your desk for justification. When you find yourself in this position, you need to put on your consulting hat and convince your enthusiastic sponsor their idea won’t fly. You have to be firm and direct and, at the same time, avoid insulting them. Take the approach of steward of your sponsor’s business and assure them that your job is to protect them from issues that impact the bottom line. Consider telling a good project horror story (see item 1).
The Battle-revealer and Peacemaker – Your project sponsor may be totally convinced about a project, while other key stakeholders think differently. Finding those not-so-on-board stakeholders and revealing the battle that needs to be fought is critical for success. Otherwise, you’ll have one significant stakeholder tell you to go north while another tells you to go south. Good luck with THAT! Find the requirement and prioritization mismatches, get the combatants in a room, and help them clearly articulate their differences. You act as the peacemaker and look for compromise, if necessary. Then your life as project manager will be much easier.
The Discoverer of wobbly truth – The people you need to work on your projects are almost always working on other things, too. (If you run a project with 100% dedicated resources, you haven’t experienced the full fun of being a PM!) Your project team members are juggling things and almost always underestimate. They try to be diligent, but they’re usually optimistic about what they can produce, in quantity and quality. Gently and compassionately, you need to find the truth about what your project team can produce and the status of their work. Wobbly truth (a well-intended statement that isn’t a lie, but doesn’t turn out to be accurate) has spawned more nightmares than Dracula—at least for project managers. Be persistent and kind, but don’t stop poking until you get the truth.
Executive Whisperer – Anticipating your sponsor’s reactions to project twists and turns is a useful skill. Even more important is understanding the fears that these project situations will awaken in your senior leaders. Understanding those fears helps you identify the information to share to either reassure them or give them clear options to help you address the concern. Executive whispering is best performed going into a project, when you can have a conversation with your sponsor and other stakeholders about the risks they are most concerned about and the positive outcomes they value most. That way, you can whisper to your senior leaders to help you guide the project and control their fears!

Tips for Managing Small Projects

September 20, 2018/in Project Management /by Bonnie Biafore

When managing small projects, less is more. A small project needs to be a lean machine, and unnecessary work and inefficiency gum up the works. Here are five tips to make your small projects run more smoothly.

Tip #1: Small projects often have tight budgets and short durations. There’s no room for unnecessary steps or nice-to-have deliverables.

Hash out what the customer really wants (project scope) – and put it in writing. Don’t forget to document what isn’t in scope. Say you’re building a web site for your customer. In a meeting with the customer, you develop the following scope:

Scope

Choose web tools, templates, and add-ons based on customer requirements for online sales and contact options.
Design, prototype, and build a 3-page website: home page, purchasing page, and contact page.
Two rounds of edits during design phase.
One round of edits during development.
Test website.

Out of scope

Design changes after acceptance of design will be handled as change requests. Changes after the first round of development edits will be handled as change requests.
Customer purchases web tools, add-ons, and hosting.
Customer resources perform review and acceptance testing.

After you nail down scope, be sure to balance the project triple constraints (scope, time, and budget). Are the desired timeframe and budget realistic relative to the project scope? If not, work with the customer to identify an acceptable compromise: maintain scope and increase the time or budget, trim the scope, or some other combination.

Tip #2: Do just enough to make the project a success.

This tip might sound contra-intuitive, but your goal as project manager is to complete the project successfully. That means delivering what the project is supposed to – not to exceed expectations. Make sure your team works on just the work that’s required and don’t address other objectives or nice-to-have deliverables.

Tip #3: Build an effective team and keep it that way.

If you have a choice, use people who know how to do the kind of work the project requires, and ideally who have worked well together in the past. Good teamwork is important. People who work well together might get more done, even if they are a little less experienced.

Make sure your team knows what to do and help clear the way, so they can get their work done.Keep your team members motivated. Help them understand how they contribute to project success and make them feel appreciated.

Tip #4: Keep things simple.

Time, money, and resources can be hard to come by on small projects. Don’t squander them by over-complicating things. Use simple processes and procedures for tracking time, managing changes, communicating, and so on. Ask for only the information you need to manage the project and hold only the meetings that are necessary.

Tip #5: Keep things organized.

You can’t afford to waste time looking for information, performing work that someone else already finished, or redoing work because the instructions weren’t complete or clear.Good organization also helps everyone else find what they need.Store project information where it’s easy to get to by everyone who needs it.

For more tips on managing small projects, check out my updated course, Project Management Foundations: Managing Small Projects.

Choosing the Right Dependency Between Project Activities

May 1, 2018/in Project Management, Training, Uncategorized /by Bonnie Biafore

The schedule logic for a project is the collection of dependencies you create between activities. The goal of this schedule logic is to provide a realistic model of when project activities should occur. Want to up your scheduling game? This article explains when to use each dependency type to link activities.

Finish-to-start is the one you’ll use most often. A finish-to-start dependency tells you that when one activity (called the predecessor) finishes, the next activity (the successor) can start. For example, you have to finish writing some code before you can test it. If you don’t work in software, maybe this example will resonate: when your older child teases the younger one, the younger one starts crying.

On the other hand, the start-to-finish dependency type is rare (which is a gift because it’s also confusing). This dependency means that the start of one activity determines when another one finishes. It’s confusing because the predecessor occurs later than the successor, as shown in the figure, and most people think of predecessors occurring before successors. (Remember, with dependencies, the predecessor is the activity that controls the timing of the successor, not when it occurs time-wise.) For example, consider a sales clerk who works a shift in a retail store. To keep the store open for customers, the clerk for the next shift has to show up to start his or her shift before the sales clerk on duty can go home (finish the shift).

Let’s look at the remaining two dependency types: start-to-start and finish-to-finish.

Suppose one person is scheduled to spend 10 days writing software documentation and another one is scheduled to work 10 days reviewing the documentation to make sure it’s accurate and clear. At first glance, you might think start-to-start and finish-to-finish dependencies work equally well. When the writing starts, the review could start almost immediately. Or, when the writing is complete, the review could finish soon after.

But start-to-start dependencies can cause trouble if activities don’t occur as scheduled. Suppose the writer runs into issues with the software and the writing task is going to take 15 days instead of 10. As you can see in the figure, the writing and review started at the same time, which means that the review is scheduled to finish 5 days before the writing. Some of the writing wouldn’t get reviewed unless you caught this error in your schedule logic.

The writing and review activities should be linked with a finish-to-finish dependency. That way, the schedule logic guarantees that the review doesn’t finish until the writing is complete, even if the writing takes longer. This dependency also works if the review takes less time than writing—say, 5 days. With finish-to-finish, you could wait 5 days before starting to review documentation, as shown in the figure below. If the writing takes longer than you expect, the delayed finish date for writing also delays the finish for review.

As you can see, almost all your dependencies will be finish-to-start or finish-to-finish. Another dependency best practice is to avoid negative lag (also called lead), because it implies that you know when the predecessor activity will finish. (You can explore this practice in this movie from my revamped and updated course, Project Management Foundations: Scheduling, which was released in April 2018).

Saving Customized Views in Project

June 18, 2017/3 Comments/in Productivity, Project Management, Training /by Bonnie Biafore

Saving custom views is easy when you plan ahead. Modifying a built-in view and then saving it as a custom view is still easy, but it does take a few more steps.

If you set out to save a customized view to use again and again, the steps are easy:

1. Display the built-in view that’s closest to what you want, like the Detail Gantt view.

2. On the Task tab or View tab, click the bottom half of the Gantt Chart button, and then choose Save View.

3. In the Save View dialog box, name the view, for instance, C_Updating, and then click OK.

I like to add C_ at the beginning of each custom view, so they’re easy to spot in drop-down lists and in the global template.
Project creates the new view and a new table (C_Updating Table1) to go with it.

4. Now you can customize the view and table however you want.

The custom view is available to use in the future – and the original built-in view is still available.

What if you display a built-in Project view and go wild building a super-cool customized view with filters, groups, timescale settings, table columns, and formatting? THEN you realize you want your creation to be a custom view and you want the original built-in views definition back. No biggie. A few more steps get you where you want to be.

Suppose you want a view for updating tasks. You’ve displayed the built-in Tracking Gantt view, applied the In Progress Tasks filter, set the timescale to days, and added and rearranged columns in the table. Remember, when you modify a built-in view, Project saves copies of the modified view and table in your Project file (using the built-in view and table names). The global template still contains the original built-in definition of the view and table.

Here’s what you do to save the modified view as a new one and bring back the original built-in view:

1. On the View tab, click the bottom half of the Gantt Chart button (or any other view button like Task Usage or Resource Usage), and then choose Save View.

2. In the Save View dialog box, name the view, like C_TaskUpdating, and then click OK.

Just like saving a view before you add all the modifications, Project saves the new view and a new table, in this example, C_TaskUpdating for the view and C_TaskUpdating Table 1 for the table. If you have the “Automatically add new views, tables, filters, and groups to the global” option turned on (it’s in the Project Options dialog box Advanced category), Project also saves the new view and table to your global template.

3. To get the built-in view (Tracking Gantt in this example) back to its original definition, click the bottom half of the Gantt Chart button (or the appropriate view button on the View tab) and choose the built-in view.

4. Click the bottom half of the Gantt Chart button (or other view button) again. This time, on the drop-down menu, choose Reset to Default.

5. When the message appears telling you that you are about to revert to the view from your global template, click Yes.

Now, you have your new view with all its customization, and your built-in view is back to the original definition.

On another note, what if other team members need access to your project along with your custom view handiwork but don’t have Microsoft Project? You might want to check out Microsoft Project Viewer.

Working with Multiple Project Baselines

March 24, 2014/in Project Management /by Bonnie Biafore

I wrote a guest post about multiple project baselines for Erik Van Hurck’s blog, The Project Corner. Follow the link to learn about the contest we’re running: we’re giving away two copies of my books. Here’s the post:

A baseline is the key to staying on top of where your project is compared to where it should be. When you set a baseline in Project (you can set up to 11), the program takes a snapshot of schedule and cost values, which you can then use to see how current values compare to what you originally planned. What can you do with Project’s baselines? And how do you view them when you have more than one?

Saving more than one baseline comes in handy in several situations. Suppose you incorporate a big change request into your project plan. Keeping your original baseline is a good idea, especially when you want to answer stakeholder questions about why the big difference from the original dates and cost. At the same time, you can use the new baseline with the change request to track performance for the plan with the change request in place.

An additional baseline might be called for when a project experiences other types of changes: stakeholders dramatically increase or decrease the project scope or a higher priority project puts yours temporarily on hold. The original baseline values no longer produce meaningful variances, so you need a new baseline that reflects the revised schedule and cost.

Multiple baselines can also help document trends over time. Suppose your project has fallen behind schedule and you implement a recovery strategy. You can keep the original baseline, but set a new one using the values in place before you start the recovery. That way, you can compare your original variances to recovery variances to see whether your course correction is helping. Another way to evaluate trends is to add baselines at key points in a project, such as at every fiscal quarter or perhaps at the end of each phase.

Setting Multiple Baselines

If you’re going to use multiple baselines, it’s a good idea to store a second copy of your original baseline, for example, to Baseline 1 fields. That way, you have a copy of the original baseline for posterity. At the same time, you can keep your most recent baseline in Project’s Baseline fields, so it’s easy to see the variances from your most recent baseline in the default Variance fields.

Here’s how to set multiple baselines while easily keeping track of variances for the most recent one:

Head to the Project tab’s Schedule section, and choose Set Baseline –> Set Baseline. The Set Baseline dialog box opens.
In the “Set baseline” drop-down list, save your first baseline by choosing Baseline1.
Make sure the “Entire project” option is selected. This option saves baseline values for the entire project, which is what you want the first time around.
Click OK. Project stores the current values for start, finish, duration, work, and cost in the corresponding fields, such as Baseline1 Start, Baseline1 Finish, Baseline1 Duration, Baseline1 Work, and Baseline1 Cost.
Immediately repeat steps 1 through 4 to save the original baseline a second time, but this time as Baseline.

When you open the Set Baseline dialog box after saving at least one baseline, the “Set baseline” drop-down list shows the last saved date for the baseline. For example, baselines that have been set have “(last saved on mm/dd/yy)” appended to the end of their names, where mm/dd/yy is the last saved date for that baseline.

If you try to set a baseline that has already been saved, Project warns you that the baseline has been used and asks if you want to overwrite it. Click Yes to overwrite the baseline’s existing values (for example, if you’ve used up all 11 baselines and want to reuse an older one). If you don’t want to overwrite it, click No, and then, back in the Set Baseline dialog box, select a different baseline.

When you’re ready to save another baseline, here’s what you do:

In the Project tab’s Schedule section, choose Set Baseline –>Set Baseline.
In the “Set baseline” drop-down list, choose Baseline2 to permanently save the second baseline. Make sure the “Entire project” option is selected, and then click OK.
Immediately save the current project schedule again as Baseline. That way, The Variance fields like Start Variance, Finish Variance, and Cost Variance show the variances between your current values and those for your most recent baseline.

Note: For each additional baseline, save the project schedule once as Baseline and once as the next empty baseline.

Viewing Multiple Baselines

When you want to compare your current progress to your most recent baseline, Tracking Gantt view is perfect. It shows colored task bars for the current schedule above gray task bars for the baseline start and finish dates.

However, if you save more than one baseline, you may want to view them simultaneously so you can compare performance from one to the next. Multiple Baselines Gantt view displays different color task bars for Baseline, Baseline 1, and Baseline 2. To display this view, in the View tab’s Task Views section, choose Other Views –>More Views. In the More Views dialog box, double-click Multiple Baselines Gantt. Multiple Baselines Gantt shows task bars for only Baseline, Baseline1, and Baseline2. It doesn’t display task bars for the current schedule.

To see different baselines or more baselines, you can modify your view in several ways. From the ribbon, you can display any baseline you want in any Gantt Chart view. Display the Gantt Chart view you want and then choose the Format tab. In the Bar Styles section, click the Baseline down arrow, and then choose the baseline you want to display. For example, if you display Tracking Gantt view, by default it uses Baseline for the baseline task bars. However, if you choose Baseline2 in the Format tab’s Bar Styles Baseline menu, the baseline task bars reflect Baseline2’s dates.

But what if you want a view to show task bars for Baseline1 through Baseline4 to evaluate trends over time? In that case, you can modify the view definition to do just that.

Copy Multiple Baselines Gantt view and give it a name like FourBaselines. (With Multiple Baselines Gantt view displayed, in the View tab’s Task Views section, choose Other Views –>More Views. In the More Views dialog box, click Copy, type a new name in the Name box, and then click OK. Back in the More Views dialog box, click Close.
On the Gantt Chart Tools | Format tab, in the Bar Styles section, click Format –>Bar Styles. The Bar Styles dialog box opens.
Select the row for the task bar you want to duplicate (for example, Baseline2), and then click Cut Row.
Before you do anything else, click Paste Row to insert the cut row back where it was originally.
Select the row below where you want to insert the copied row, and then click Paste Row again. Project inserts another copy of the row immediately above the row you selected.
Edit the new row’s Name, From, and To cells to match the baseline you want to show. For example, to display Baseline3, change the name to include Baseline3, and then, in the From and To cells, choose Baseline3 Start and Baseline3 Finish, respectively.
On the Bars tab in the lower half of the Bar Styles dialog box, choose the shape and color you want for the bar. Baseline1, Baseline2, and Baseline3 already use red, blue, and green, so choose a color like teal, orange, or purple. In the Shape box, choose a top, middle, or bottom narrow bar.
If you’re including more than three baselines in Multiple Baselines Gantt view, you have to add a second task bar row to the view. In the Bar Styles dialog box, in the task bar’s Row cell, type 2 to tell Project to place the baseline’s task bar on a second row in the Gantt Chart.
Repeat steps 3 through 8 to create task bars for split, milestone, and summary tasks for the baseline.

Here’s what the bar styles definitions look like when you add another baseline to the view:

And here’s what the view looks like with more than three sets of baseline bars.

What About Interim Plans?

The Set Baseline dialog box has a second option: “Set interim plan.” Unlike Project baselines, interim plans save only start and finish dates, not duration, cost, and work. Interim plans are a holdover from earlier Project versions, when the program offered only one baseline.

Even with the 11 baselines that Project now offers, interim plans may come in handy. If you import a project schedule from Project 2002 and earlier (it could happen), any additional baseline information ends up in interim plan fields (Start1/Finish1 through Start10/Finish10). You can copy that data from the interim plan Start and Finish fields (Start2/Finish2, for example) into baseline fields like Baseline2.You can also save interim plans as partial baselines in between the full baselines you save.

Don’t forget: for a chance to win a copy of one of my books, visit Erik Van Hurck’s blog, The Project Corner.

Git ‘em done!

January 25, 2014/in Productivity, Project Management, Writing /by Bonnie Biafore

At a recent work reunion lunch, two of my former colleagues looked at me sheepishly as they confessed that they hadn’t made any progress on their respective book ideas since the last time we met. Yeah, like I get everything done that I intend to…but their confessions did make me reflect on some of my self-motivational tricks.

Sometimes, my workload looks like an unfortunate wild pig in an anaconda’s belly (except that, unlike the snake, I don’t get to rest for weeks afterward without additional input). My ability to chew through work isn’t due to genius, drugs, output of minions, or Santeria spells. Deadlines are a huge motivator for me and, hooboy, do publishers have deadlines.

However, I also have a few tricks that help me git ‘em done. If some of your New Year’s resolutions are starting to smell overly ripe, maybe one of these techniques will help.

1. Break a big project down into pieces.

Big projects can be scary: write a book, revamp a website, end world hunger, stop the zombie apocalypse.

Don’t let the big picture paralyze you. Take a sledgehammer to a big project and break it into pieces that aren’t scary. You don’t have to do everything at once. You don’t even have to build a plan in one sitting!

Start by jotting down what you know about your project.
Write down what you don’t know but need to find out.
Any time you think of something else (a task, goal, result, and so on), add it to your notes. (Use your favorite tool to store this stuff: a word processing document, spreadsheet, a spiral bound notebook, an electronic notepad, whatever.)
Once you have some manageable project to-dos http://www.bonniebiafore.com/productivity-hack-6-all-i-have-to-do-is/, add them to your to-do list (read tip #2 for the how-to).

Hint: If you aren’t ready to tackle a big project, don’t force it. Add an entry for the entire project to your to-do list (tip #2), so you don’t forget about it. If the project is something you can’t put off, like preparing your tax return, then hammer away (and give yourself small rewards after you finish each small step).

Here’s how I tackled modernizing my web site (which, by the way, had been on my list for about four years). I was a tad overwhelmed by what’s changed online since I first set up my website: Web 2.0, search engine optimization, responsive web pages, and so on. So I started by finding someone to help me. I have a lot of friends with web pages, so I asked around. Scott Baird (scott@bairdllc.com) was the unlucky, but very competent soul I chose to work with.

A few phone calls and emails were all it took to come up with project to-dos: choose a Word Press template, plan the new layout, build the site, add content, review, test, and tweak. Scott recommended a few templates to consider (out of tens of thousand), so that step wasn’t too bad.

My next to-do was more involved: I had a good idea of the web pages I wanted, but I needed to figure out how I wanted each page laid out and gather the content for each one. I tackled this task one web page at a time. It went something like this:

Create a Word document for my notes.
Add a heading for a page.
Write up notes about the page layout.
Edit the notes.
A sip of wine.
Edit the notes some more.
Another sip of wine.
Copy existing content into the file.
Track down links to insert.
Another sip of wine.
Find the images to include, copy them to a folder, and add the image filenames to the doc.
Some more wine.
Continue until too tired, bored, or tipsy to do more.
Rinse and repeat on following days until all the pages were done.

I used the same technique for my review. Small doses of reviewing each page and documenting the changes needed. Scott made a lot of the changes initially. As the tweaking continued, I edited more so I learned how to maintain my site.

All told, it took about three weeks — an hour or two each day — to complete the work. If you’re trying to cut back on your wine consumption, the next tip shows you how to coax yourself into gittin’ your to-dos done.

2. Pester yourself.

Have you ever been harried by someone impatiently waiting for you? A small child in a snowsuit in desperate need of a bathroom, for example. You do whatever it takes to get them out of your hair, off your back, or out of your back hair for that matter. Keeping to-dos in view is one way to apply that same kind of pressure. You may be surprised how much you get done just for the sake of shortening that list.

The reminder tool I use is a Windows 7 electronic sticky note on my computer monitor. I throw everything into one note that sits at my primary monitor’s top-right: work, personal, important non-urgent stuff, honey-dos without a honey to do them, and fun stuff like learning Italian, playing the accordion, or training the neighborhood mountain lion to fetch. (Only one of these fun things is on my actual to-do list.)

I add, delete, revise, and rearrange to-dos as often as I want. I move to-dos with looming deadlines closer to the top of the list. The ones at the top tickle my attention: “Hey! How about now?” I sometimes knock out a simple to-do, because crossing something off my list gives me a boost of energy, which can kick-start a tougher to-do. I delete to-dos when they’re done (or I decide I don’t need to do them anymore).

Remember tip #1 and those projects that aren’t ready for primetime? Put them in the bottom half of the list. They might sit there a while like my website modernization. I scan the entire list several times a day, and eventually, those projects’ time will come.

What if you aren’t chained to your computer? Take a photo of your sticky note to-do list with your smartphone. If you have some spare time while you’re out and about, dig into one of your assignments, which leads into the next tip…

3. Carry a notepad at all times.

Reporters and cops carry notepads and you should, too. If you remember something you forgot to add to your list, write it down. If the perfect chapter opener comes to you, write it down. If you’re in line at the department of motor vehicles, write a whole damn chapter.

For something really quick like that perfect chapter opener, turn on your phone’s voice recorder and record it. A notepad app on a smartphone will do in a pinch. My issue with smartphone notes is that typing intelligible notes on a phone keyboard demands so much concentration I might forget some of what I wanted to document.

4. Get colleagues to apply pressure.

Let’s get back to my former colleagues who were embarrassed by their lack of progress. I wasn’t calling them every week asking “How’s it going? Are you done yet?” But they felt guilty about not making progress, because they had told me about their plans. Committing publicly to goals can be a powerful motivator.

If you aren’t living at home with your mother keeping after you to get things done, invite cohorts to help. It’s a win-win. Everyone in the group feels peer pressure to do what they told the group they would do. (Face-to-face is ideal, but Google Hangouts, conference calls, and even email exchanges can work, too.)

Each person commits to goals and timeframes. Then, at meetings, each person talks about what they’ve done, what they haven’t done, and what they’re going to do about it. Another plus, members can help each other get unstuck by answering questions, making suggestions, or holding an intervention.

OK, enough. *My* to-do list is peeking from behind my document window and I feel the urge to get something done.

The Trouble with Assumptions

June 10, 2013/1 Comment/in Project Management /by Bonnie Biafore

I was writing about assumptions for a project management training course and struggling to think of a good example. Fast forward to the first day of a vacation when I stressfully experienced a great example of an assumption and the trouble it can cause.

With two flights, an overnight in Toronto, immigration, and customs, I opted for carry-on luggage. No baggage fees and faster — or so I assumed.

At the entrance to the jetway, the attendant handed me a gate check tag. I attached the tag to my roller bag, placed it on the cart, and got on the plane without another thought. I assumed the bag was traveling a mere 50 feet from the cart to the belly of the plane and then, in Toronto, would travel another 50 feet from the belly of the plane to my waiting hand on a different jetway.

A few hours later, the baggage handler finished tossing gate-checked bags onto the jetway and I stood there with a disappointed look on my face instead of a roller bag handle in my hand.

I headed for the baggage carousel. Maybe the bag got mixed in with the checked bags. Nope. My only consolation was that several other people were missing luggage as well. Visions of X-Files-esque conspiracies arose. Hmmm. Maybe the airline came up with a different solution to the weight restriction problem they had on the flight…Pull a passenger off or temporarily inconvenience a few passengers with delayed luggage?

As I spoke to the airline folks and filled out a form, I kicked myself about my erroneous assumption. Each person I spoke to asked for the gate check stub. When I admitted I didn’t have it, these people shared the same reaction – a slow, sad shake of the head accompanied by a quiet “That’s going to make it tough.” I felt like an idiot. Then, I wondered whether I had an ID tag on the bag.

At the Toronto airport, this disaster cost about an hour and a half. More annoying, I was on a rare vacation, but stuck in project manager mode. What to buy? Should I rent a car so it’s easier to shop? Shopping for clothes will take more time and cost money—and I HATE to shop.

What makes assumptions so dangerous is that they lull us into thinking things are fine when they might not be; or lead us to believe that we should proceed one way when we should go the other. In many cases, the assumptions and subsequent choices pass by in a moment, so we don’t even realize that there is something to consider.

What can we do to identify assumptions and get them out in the open?

Pay attention.
Ask questions.
What’s happening?
Are there other ways to look at the situation?
How do you see this process working?
How about you?
And you?
Has something changed?
Do my plans still make sense?
What are the risks?
Are there consequences?

Luckily, this story had a happy ending. When I arrived, I was ready with a list and set to buy a bare minimum to see me through the week. But first, I had to file a delayed baggage report. As I walked toward the baggage counter, my eyes caught on before my brain. There, waiting with several other bags, was my wayward roller bag with a RUSH tag attached.