Project management is more than just a chart
When you think of a project manager, does the image of someone with Gantt charts and PowerPoint presentations spring to mind? Most people think of project management as just being about tracking deadlines and following up on expenses.While these are important, a project manager (PM) also needs to ensure the project is aligned to the overall organisational strategy, and that the goals are clearly defined and SMART (for more, read
this article). The PM must also make sure the project remains in scope and, if there are any changes made to the project scope, that these are documented and ratified.Even with all of this, the project could still fail. So what more should a good PM do?
1. Be proactive
Being proactive means controlling the situation – in this case, the project – rather than responding after an incident has occurred. Being proactive requires all of the following:
- Time management – keeping up with tasks as they happen, so you can remove roadblocks, prevent scope creep, and add resources to ensure the task is completed on time, as needed
- Cost management –managing procurement to ensure that costs remain within budget, and that cash flow projections are maintained
- Quality management – ensuring that actions are completed to the required standards
It also means actively managing change and risks. These two aspects are important enough to be discussed individually.
2. Manage risks
One of, if not the most important part of proactive management is risk management. This means having regular risk meetings. These risk meetings are about identifying, documenting, assessing, and mitigating risks. Assessing the risks means determining the severity of the risk and the likelihood of the risk occurring. It is also important for the project team to assess the likelihood of the risk being picked up, should it occur. All of this needs to be taken into account and mitigations put in place for all but the mildest of risks.
3. Manage change
There are two aspects of change management that a PM needs to address: first, changes to the project, and second, what changes the project will make to the business. Both types of change need to be managed through an established change management procedure. The procedure must include the following documentation:
- The state before and after the change
- The financial and physical impacts of the change
The change management request must be evaluated before it can be signed off. Depending on the scope of the change, sign-off may need be done by the project team, steering committee and/or the organisation’s executive committee. This ensures that the changes are in the best interests of the project, as well as the organisation.
4. Communicate
One common, and repeated, issue that comes up in every project I have ever been involved in is the lack of communication. There is no such thing as having too much communication. The absolute minimum communication required are the following meetings:
- Project stream meetings
- Project management meetings
- Risk management meeting
- Steering committee meetings
However, communication goes beyond just having meetings where the PM provides information. Communication also means getting input from the various stakeholders, both in formal and informal settings.In addition, all of the communication must be documented. Documentation can include minutes, presentations, posters, and emails. Documentation of communication means there is something to refer back to, if there are any queries.Regular, consistent communication reduces frustration for everyone involved in the project.
5. Align
A good PM will ensure there is constant alignment between the organisational leadership, the project leadership, the various team members, and all the associated stakeholders. Alignment relies on communication, and must:
- Ensure that the focus of all the stakeholders remains on the goal of the project
- Ensure that any changes are justified and agreed upon
- Ensure that members of the project team understand how their actions can impact the results
- Show task dependencies
Of course, alignment also means both project and organisational leadership are apprised of project progress, risks, changes, and roadblocks, so they can be assured that there are no wasted resources.
6. Reward and acknowledge
This, I must admit, is my favourite part of project management. It also encompasses many of the points above.
- Be proactive: acknowledge and reward as you go along with the project, not just at the end
- Communicate: communicate and recognise people’s contributions, frequently and publicly
- Document: do this through acknowledging people during meetings, with certificates and small rewards
- Align leadership: make sure that not just the project team, but also the executive committee and other stakeholders know about the accomplishments
If you want to improve the outcome of your current or future projects, look out for a course I will be presenting on the phase-gate project management methodology. This course will help non-PMs with handy hints, tips and tricks, as well as downloadable templates and worksheets you can employ to successfully navigate each step of your next project.
The change management request must be evaluated before it can be signed off. Depending on the scope of the change, sign-off may need be done by the project team, steering committee and/or the organisation’s executive committee. This ensures that the changes are in the best interests of the project, as well as the organisation.
Of course, alignment also means both project and organisational leadership are apprised of project progress, risks, changes, and roadblocks, so they can be assured that there are no wasted resources.
If you want to improve the outcome of your current or future projects, look out for a course I will be presenting on the phase-gate project management methodology. This course will help non-PMs with handy hints, tips and tricks, as well as downloadable templates and worksheets you can employ to successfully navigate each step of your next project.