Tag Archive for: #projectmanagement

Managing projects is rarely easy. Managing during a pandemic is another matter!  Here are four actions that can help:

Soft skills first! It’s time to highlight your soft skills.  Touch base with each team member to determine their ability to perform.  Based on their circumstances, you may need to adjust their availability upward or downward if they’re working from home.  Follow up frequently, understand their changing needs, and adjust project plans as required.

Accommodate unpredictability. We’re seeing change like we’ve never experienced before.  Mentally prepare for frequently-changing demands and adjust plans to support those changes.  Align your risk management plan accordingly. Now is not the time to over-commit.  Review your project schedule to determine the actual output capability of your team and adjust as required.

Leverage technology.  Have your video conference expert show others the features your tool has to offer.  The more comfortable EACH team member is with video capabilities, the more productive and relaxed they will become.

Remember self-care. Don’t forget about yourself.  Proactively communicate the project changes you believe are necessary to ensure you have the tools, resources, and emotional support you need.  The more balanced you are – the better equipped you will be to help each team member as required.

During this unpredictable time, you need to balance caring for the project mission, your team, and yourself!

#projectpointers #projectmanagement

For more, check out the LinkedIn Learning Become a Project Manager learning path

Effective communication content is critical for project managers, but so is the tool you use to send your messages. Here are tool guidelines based on the intent of your communication:

• Email is appropriate for repeatable and expected messages such as status reporting or scheduling meetings. Because recipients can’t use factors like the voice inflection to interpret the meaning of your emails, it’s unwise to use email for messages that require interpretation. That’s why email should be limited to messages when only a straightforward acknowledgement is required from the recipient.

• The telephone works when more information needs to be exchanged and the data or management process has been previously discussed, such as risk items, known issues being resolved, confirming requirements or simple change requests. Communication like this conveys information that may be questioned by the recipient, but those questions are predictable and the information is easy to discuss. Note: In situations where conflict may occur, use video conferencing or face-to-face meetings to manage the contention.

• Video conference tools are recommended when new or unexpected information needs to be shared. Problem solving, discussing more complex requirements, or reprioritizing requirements are examples where this richer medium is needed. Idea generation and complex problem solving can also be performed via video conferencing, if functions like whiteboard sharing are available and all participants are comfortable with them. Otherwise, train attendees before using these virtual tools or meet face-to-face.

• Face-to-face meetings are recommended when discussing your project in depth with difficult or powerful stakeholders or working through very contentious issues.

It isn’t always possible to use the recommended tool. To reduce risk, use the richest possible communication tool for the situation at hand.

Don’t trade efficiency for effectiveness. If you send a lot of messages that don’t yield the actions or answers you need, you’re sending the wrong message or using the wrong communication tool.

For more on communication, check out Doug Rose’s LinkedIn Learning course on project communication.

Bob McGannon and I talk about whether it makes sense to build a detailed project plan given that projects usually change once you start working on them.

To learn more, check out my Project Management Foundations course on LinkedIn Learning.

Experienced project managers can manage agile projects — IF they make the necessary adaptations! Here’s how you need to adjust when managing agile projects:

Ditch the Gantt Chart. Agile is a fluid production approach based on progressive learning and adapting to business priority changes. As a result, the pre-planned tasks in a Gantt chart aren’t relevant. Instead, you manage a fluid set of design, build and test activities by measuring production for the client.

Revise your view to change management. In agile, change is the norm, not the exception. Project managers need to be comfortable with continually revising scope and priority to meet client needs. Change management is not a separate and distinct control process in agile; it is inherent to the agile approach to delivering client value.  

Use a different status report format. Agile emphasizes velocity – the rate at which functions are produced and the productivity of each sprint. Your status reports should include these elements along with feedback from the end users who are using the functions the agile team has produced.

Rethink “project controls.” Project managers need to direct their efforts to eliminating obstacles that impede the agile team. Resource retention and team and client personnel engagement are paramount. An agile leader must ensure that the team’s capabilities are fully utilized, instead of managing a set of control processes that traditional project managers embrace.

Enjoy the differences! Agile’s focus is on collaboratively creating content that is most useful to the client – even when the client can’t describe what they need in detail! The benefit – and fun – of agile is that you can enjoy the discovery process and deliver capability in the shorter term!

For more on agile, check out the LinkedIn Learning Become an Agile Project Manager learning path.

Dedicated project team members might appear expensive, but they provide significant benefits, which might reduce your project costs:

Focused responsibilities. Dedicated people aren’t distracted by day-to-day operational issues. They can fully examine the project deliverables and understand how the project is proceeding so they can deliver what’s best for the project. You get better outcomes and reduce rework.

The right skills for the job. Operational knowledge is important, but it doesn’t necessarily mean the person has the best skillset to create project deliverables. Recruiting people with the most appropriate skills and assigning them to project tasks can optimize your project delivery. Contractors can join the project as dedicated resources for only the time needed to accomplish their tasks, which can reduce project overhead costs.

Greater efficiency. Dedicated, skilled team members typically take fewer hours to produce their deliverables because they don’t have to multi-task. Multi-tasking wastes time while not making progress — like catching up when you reopen a novel after putting it down. Operational personnel who also produce project deliverables are multi-tasking: they need to re-acclimatize themselves each time they switch between operational and project work. This wastes time and increases costs.

Continued access to operational knowledge. Assigning dedicated team members to your project doesn’t necessarily mean losing operational knowledge. Your dedicated team members can interview or shadow operational personnel to obtain first-hand knowledge of business operations and then apply that knowledge to your project deliverables.

Quicker delivery. The efficiencies of dedicated resources can mean a shorter project. Your business value is realized more quickly, and you can move on to your next project – and deliver more business value sooner!

To learn more, watch Chris Croft’s course Managing Resources Across Project Teams.