Project Management Support

What's in a Good Work Plan

2011-04-07T15:37:00.005-04:00

Many people throw around the terms Project Plan and Work Plan. Sometimes when people say project plan, they're really referring to the project schedule. Personally, I use Work Plan and Project Plan synonymously, and the Project Schedule is a very specific item and only one element of a successful project. A Work Plan should essentially tell you how this project is going to get done, across many topics. I have a Work Plan template that I'd like to share here. It incorporates the following elements:

Project Objectives

Success Criteria

Overall Project Strategy

Project Scope

What's In Scope

What's Out of Scope

Project Phases – High-level descriptions

Key Project Deliverables

Communication Plan Work Breakdown Structure (WBS)

Project Schedule

Risk Management Plan

Project Organization & Staffing

Team Organization Model & Core Responsibilities

Individual Roles & Responsibilities

Deliverable Review Matrix

Technical Overview

Project Budget

Any of the above might refer out to a supporting document as needed.

Project Assessment

2011-01-09T13:50:00.000-05:00

Every once in a while, it's good to remind yourself of the basics - Is your project sitting on a solid foundation to be successful?

Below is a list of questions that can help you do a self assessment. For each question, put a plus (+) next to one or more items that you're most confident about, and a a minus (-) next to one or more items that you're most concerned about.

We have a clear workplan with roles, responsibilities, and timeframes.
The workplan is realistic about what needs to be done, how long it takes to do it, etc.
The people who are assigned leading roles have the authority and skill to carry them out.
We've devoted adequate resources (staff time, money, space, computers, etc.) to the project.
When tough decisions are needed to carry the project forward, we can get those decisions made promptly and clearly.
The people on the project team know what the project is, why we (and the client) are doing it, and what their role is.
The people on the project team will have the skills, knowledge and availability to complete their tasks by the time they're expected to start on the project.
There's enough commitment to the project - people who are critical to implementation will spend enough time and energy to make sure it gets done.
There's enough commitment to the project (on the client side) - people who are critical to implementation will spend enough time and energy to make sure it gets done.
We've identified the indicators we'll use to determine whether the project is producing the desired results.
We've identified the indicators we'll use to determine whether the project is producing the desired results for the organization.
The systems needed to produce this data (for 10 and 11) will be in place when needed.
We have mechanisms for holding people accountable for their performance on the project team.

Ask yourself each day...

2010-10-02T13:33:00.000-04:00

...are my:

budgets controlled?
decisions documented?
forecasts correct?
resources assigned?
risks calculated?
schedules accurate?
requirements being managed?
specifications confirmed?
status reports up-to-date?
team members happy?
contracts being fulfilled?
clients satisfied?

Understanding contract terms

2010-06-03T11:01:00.002-04:00

There are several specific terms within a contract. Here are a few that may help you more easily understand your next agency contract.

Scope statement: The scope statement provides a documented basis for making future project decisions and for confirming or developing common understanding of project scope among the stakeholders. As the project progresses, the scope statement may need to be revised or refined to reflect approved changes to the scope of the project.

Responsibility assignment matrix (RAM): A structure that relates the project organization structure to the work breakdown structure to help ensure that each element of the projects scope of work is assigned to a responsible individual.

Work breakdown structure: A deliverable-oriented grouping of project elements that organizes and defines the total work scope of the project. Each descending level represents an increasingly detailed definition of the project work.

Project plan: A formal, approved document used to guide both project execution and project control. The primary uses of the project plan are to document planning assumptions and decisions, facilitate communication among stakeholders, and document approved scope, cost, and schedule baselines. A project plan may be summary or detailed.

Critical Path: The series of activities that determines the duration of the project. In a deterministic model, the critical path is usually defined as those activities with float (the amount of time that an activity may be delayed form its early start without delaying the project finish date) less than or equal to a specified value. It is the longest path through the project.

Assumptions: Assumptions are factors that, for planning purposes, are considered to be true, real, or certain. Assumptions affect all aspects of project planning and are part of the progressive elaboration of the project. Project teams frequently identify, document and validate assumptions as part of their planning process. Assumptions generally involve a degree of risk.

© 2000 Project Management Institution, Inc. Source: A guide to the roject management body of knowledge (PMBOK® Guide).

Project Close-out Checklist

2010-05-21T14:25:00.001-04:00

Read this BEFORE you start your project. If you do, this will be easier at the end. Depending on the type of project, the following steps may be useful.

Transition your team members off appropriately. Understand what their next assignments are and that there is the right amount of overlap.

Obtain sign-off(s) on the delivered product and the complete project. Ideally, the sign-off reflects back what was agreed to in the contract.

Deliver all necessary documentation to the client. This should be reflected in the contract.

Archive all appropriate documentation on the network and in the physical project notebook. Copy project files including the final project onto a CD and keep in the physical project notebook.

Perform a post-project review (aka a “post-mortem” or “sunset” meeting) with the project team, customer, vendors (if applicable) and management. The focus of the review is: what worked well? what did not work well? what would you do to improve the next project?

Give individual performance feedback to the team members if necessary

Update the project history file with final actual performance data and the post-project review. The file should be then stored and organized for easy access during future projects.

Close project accounts and finalize all billing. Close the project number to restrict further billing

Make sure all non-company labor (contractors) have submitted invoices for their work and have been paid.

Make sure all non-labor costs have been invoiced for and have been paid for, and receipts have been obtained. These costs may include: photography costs, hardware and software costs, project expenses, and more

Make sure the MS Project file accurately reflects the end of the project.

Make sure your budget workbook accurately reflects all project labor costs.

Inform marketing and the rest of company of delivered goods for knowledge sharing purposes. For marketing purposes, prepare a couple paragraphs on the overview of the project that includes - project overview, what your company did, and return on investment if possible

Project Maintenance Checklist

2010-04-21T13:47:00.000-04:00

Read this once each week during your project. Depending on the type of project, the following activities may apply.

Update your project schedule at least every other day.
Review the project charter periodically to make sure it is still in alignment.
Understand the project financials fully each week.
Deliver a status report each week
Make sure that your issues and action items are up to date.
Vigilantly pursue project issues and action items each day
Meet with your team at least once a week.
Make sure that your project risks are up to date.
Make sure invoices are processed.
Check the tidiness of the network folder and files.
Update project accomplishments at least once a week.
Update the project journal or diary at least once a week.

Project Start-up Checklist

2010-04-07T13:19:00.000-04:00

Read this before you start your project. Depending on the type of project, the following steps may be useful.

Help transition your team members onto your project appropriately.
Develop a project charter and obtain sign-off(s) from the appropriate people.
Deliver all necessary documentation to the vendor for knowledge transfer.
Start a physical project notebook.
Review post-project reviews (aka a “post-mortem” or “sunset” meeting) from past similar projects, with a focus on: what worked well? what did not work well? what was suggested to improve the next project?
Seek out individuals for background information
Open the project accounts to billing. Make sure team members know the reference billing numbers.
Make sure all non-internal labor (contractors) know how to invoice.
Make sure all non-labor costs have been accounted for. These costs may include: photography cost, hardware and software costs, project expenses
Make sure a solid project schedule baseline is established and reflects the most accurate picture of the project. Make sure major milestones are clear.
Make sure your budget workbook accurately reflects all project labor costs
Start a list of issues and action items
Create a communications plan
Create a risk management workbook
Establish the templates to be used on the project
Establish a well-organized project folder on the network
Inform marketing and the rest of company of the project to generate enthusiasm. For marketing purposes, prepare a couple paragraphs on the overview of the project that includes the project overview and the importance of the project
Hold a well-organized kick-off meeting

Conducting Effective Meetings

2010-03-21T12:55:00.000-04:00

Group meetings have a reputation for inefficiency. For instance, noted economist, John Kenneth Galbraith, has said, Meetings are indispensable when you don’t want to do anything." When you’re responsible for conducting a meeting, what can you do to make it more efficient and effective? Follow these 12 steps:

Prepare a meeting agenda. An agenda defines what you hope to accomplish at the meeting. It should state the meeting’s purpose; who will be in attendance; what, if any, preparation is required of each participant; a detailed list of items to be covered; the specific time and location of the meeting; and a specific finishing time.
Distribute the agenda in advance. Participants should have the agenda enough ahead of time so they can adequately prepare for the meeting.
Consult with participants before the meeting. An unprepared participant can’t contribute to his or her full potential. It is your responsibility to ensure that members are prepared, so check with them ahead of time.
Get participants to go over the agenda. The first thing to do at the meeting is to have participants review the agenda, make any changes, then approve the final agenda.
Establish specific time parameters. Meetings should begin on time. It is your responsibility to specify these time parameters and to hold to them.
Maintain focused discussion. It is your responsibility to give direction to the discussion; to keep it focused on the issues; and to minimize interruptions, disruptions, and irrelevant comments.
Encourage and support participation of all members. To maximize the effectiveness of problem-oriented meetings, each participant must be encouraged to contribute. Quiet or reserved personalities need to be drawn out so their ideas can be heard.
Maintain a balanced style. The effective group leader pushes when necessary and is passive when need be.
Encourage the clash of ideas. You need to encourage different points of view, critical thinking, and constructive disagreement.
Discourage the clash of personalities. An effective meeting is characterized by the critical assessment of ideas, not attacks on people. When running a meeting, you must quickly intercede to stop personal attacks or other forms of verbal insult.
Be an effective listener. You need to listen with intensity, empathy, objectivity, and do whatever is necessary to get the full intended meaning from each participant’s comments.
Bring proper closure. You should close a meeting by summarizing the group’s accomplishments; clarifying what actions, if any, need to follow the meeting; and allocating follow-up assignments. If any decisions are made, you also need to determine who will be responsible for communicating and implementing them.

(source: unknown)

Status Report Basics

2010-03-03T12:37:00.000-05:00

Whether or not your boss asked you for a status report, writing one can be a good opportunity to communicate your accomplishments. Good status reports are a form of personal "public relations". They can help keep you on track and keep your boss informed. Bosses like to be kept informed. (Source: http://www.wikihow.com/Write-a-Status-Report)

Date the report: example: summary for the week of December 1. If this report will be an email, you can use this as the subject line. If the report will be a standalone document, place a header with this information on top.
Make sure your name and your group or project name is somewhere on the document or email so that your readers don't have to guess where it came from or what it's about.
Report the current status of your budget, if it is your responsibility.
Explain what has been accomplished during this reporting period (week, month, quarter, etc.). Use a heading such as "Accomplishments", "Completed Tasks", "Completed Action Items" or even simply "Done".
Use active verbs to start the sentences: completed, defined, solved, designed, organized, improved, fixed, filed, to name a few examples.
List your or your team's major accomplishments. For an individual, weekly report, three to six one-sentence bullet points may be enough.
In the next section, list things that you plan to do in the next week or in the next reporting period. A good heading is "Planned tasks", "Next Steps", or "To do". Again, three to six lines should be enough.
Estimate the amount of time a task will require, if you can do so confidently. For example, "Call Ernie Tuesday to negotiate the XYZ account." or "Document the bracket design change (estimate: 2 days)." Refer to any schedules you have been given.
Discuss any problems or potential problems in the next section. "Open Issues" or "Issues and Comments" are good headers for this section. This is the section where you should clarify any need for guidance or help. If you are simply reporting the problem and don't require assistance at this point, say so. Comments such as "We expect to solve this issue within the next 2 days" let supervisors know that they do not need to get involved, but should monitor the situation. Later, if the situation is not resolved, your supervisor cannot complain that you did not inform him/her earlier. This is the place to put stuff that isn't strictly a task. Perhaps you're having trouble reaching a supplier because nobody is in the office this week.
Proofread your writing and send it to those who want it.