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Project Success Tips

Issue 1 - October 18, 2009

Welcome to the First Issue

With this issue, we are launching our weekly newsletter designed to bring project managers articles written by seasoned experts on the broad and challenging subject of project management. The articles will be diverse, informative, and insightful, will deliver knowledge based on experience, and will offer practical tips that can be used.

We hope you take the time to read the articles and think about how you can apply the ideas to your projects. And, we hope you enjoy the process of taking the project management knowledge being shared by others and adapting that knowledge to your own unique project management situation and style.

Sharing and learning are good things! Cheers!

In this issue:

The first article is by our agile expert, Bob Hartman, and it describes the agile equivalent of the project manager. If you are a project manager and wondering about this "agile" stuff, ignore the word "ScrumMaster" and read this article. It is eye opening!
The second article is not by one of our enlisted PM experts, but it is a nice piece on one of the basic fundamentals of project managent - breaking work down into manageable chunks.

Raymond Posch, PMP
Publisher

Publisher's note: This article refers to the agile project methodology that is gaining in use in software development. I'm told that agile concepts are now being successfully applied in construction and other types of projects as well.

New to agile? What does the ScrumMaster do anyway?
By Bob Hartman

I often have people ask me what a ScrumMaster does. Interestingly, today it came up on a mailing list I read on a regular basis. So, naturally that means it is time for a blog entry to talk about it!

I am a big believer in simplifying things, so let’s start with an overly simplistic definition for what the ScrumMaster does:

“A ScrumMaster removes impediments for the team”

It seems many people believe this to be the only thing a ScrumMaster does. Maybe it was the way they were taught. Maybe they misinterpreted something. This is definitely not all a ScrumMaster does. ... full article with author credits

Filed under Agile Project Management

Successful Project Management Strategy - Identifiable Tasks Produce Identifiable Progress
By Tom Mullikin

Ancient Chinese philosopher Lao-tzu once observed: "A journey of a thousand miles begins with a single step." Lao-tzu would have been a successful at project management. As Lao-tzu so wisely understood, one can achieve success with any project - no matter how large or complex - by first dividing it into a series of smaller tasks that, once completed, result in progress. This project management strategy harnesses the power of knowing that identifiable tasks produce identifiable progress.

The successful project manager knows that project management begins with dividing a job into smaller tasks, which accomplishes a number of project management objectives. First, by seeing the project as a series of easy steps rather than an overwhelmingly complex undertaking, the project becomes more manageable and provides constant feedback for both the project manager and participants. ... full article with author credits

Filed under Project Planning

Issue 2 - October 25, 2009

In this issue:

Glen Alleman gets us started in understanding how to manage programmatic risk.
Michael Greer outlines his top principles for PM success.

Programmatic Risk Management – Part 1
By Glen Alleman

The goal of any project is to produce the product or service, on-time, on-budget, and on-specification. This goal, of course, is difficult to achieve in an exact way. Getting close to budget, schedule, and specification becomes the real goal.

So the core question for project management performance measures (on-time, on-budget, and on-specification) is “how close can we get?” The answer to that question requires us to understand the risks that drive the actual project away from the ideal project. And the risk factors are both technical and programmatic.

All three elements of the project – cost, schedule, and technical performance – can drive performance “off baseline”. Off Baseline means away from the original plan... in other words, we’re not going to meet the cost, schedule, and technical performance goals as originally planned.

This series of articles will describe the programmatic risk aspects of project management. Programmatic risks impact the cost and schedule elements. As a project manager, the technical aspects of the project are usually in the hands of the technical staff, leaving the cost and schedule aspects to you.

... full article

Filed under Risk Management

14 Key Principles for PM Success
By Michael Greer

Project managers must focus on three dimensions of project success. Simply put, project success means completing all project deliverables on time, within budget, and to a level of quality that is acceptable to sponsors and stakeholders. The project manager must keep the team’s attention focused on achieving these broad goals.
Planning is everything — and ongoing. On one thing all PM texts and authorities agree: The single most important activity that project managers engage in is planning — detailed, systematic, team-involved plans are the only foundation for project success. And when real-world events conspire to change the plan, project managers must make a new one to reflect the changes. So planning and replanning must be a way of life for project managers.
Project managers must feel, and transmit to their team members, a sense of urgency. Because projects are finite endeavors with limited time, money, and other resources available, they must be kept moving toward completion. Since most team members have lots of other priorities, it’s up to the project manager to keep their attention on project deliverables and deadlines. Regular status checks, meetings, and reminders are essential.

... full article

Filed under Project Management - General

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If you are an experienced project manager and would like to write articles for the newsletter, please email me at ray@projectsuccesstips.com. I am looking for first-person project stories with real lessons learned.

Thanks,
Raymond Posch, PMP
Publisher

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