Advocates of sustainability emphasize re-use whenever possible. In project management, establishing the repeatable technology and processes for the nine knowledge areas of the PMBOK can significantly reduce the "effort" in the execution of multiple projects.
The idea of best practices, in any industry, can enable efficiency and re-use. Developers have understood the concept for decades, employing code and object re-use in their programs.
The added advantage of a good best practice is in its simplicity and possible viral nature. If someone shows you the most efficient way to sew a stitch, throw a baseball, or change brakes on a car, you may be likely to repeat the best practice to others, in effect adding to its sustainability.
Youtube has become a leader in sustainability, with videos provided by the internet community and has a number of project management best practice videos. Viewers save time and cost in the execution of their project by spending upfront viewing time. Video on Time/Cost/Scope Triple Constraint: http://www.youtube.com/watch?v=4EDG6rEidRc.
These are the nine knowledge areas: Scope Management, Time Management, Cost Management, Communications Management, Quality Management, Human Resources Management, Risk Management Management, Integration Management, Procurement Management.
An organization's Communications Management plan my include the standards of Email, Instant Messaging, Voice/Video Conferencing, Texting, Facebook (or internal equivalent), Twitter (or internal equivalent), weekly status reports, agendas, and face to face meetings. When the infrastructure and processes are established, it can be sustainable with minor support.
During the Initial, and Planning stages, part of the Communications plan may include just some Communications components, such as email, and document sharing.
During the Excecution phase, other components would be introduced such as an Intranet website for reporting. In the Control phase, an established Change Management package, would be another communication vehicle, which also includes the Scope, and Integration knowledge areas.
Project management best practices can be a Key Success Factor (KSF). The constant dependable application of PM best practices can be a differentiator and contribute to sustainability.
A martial artist can think, "Why wouldn't I want to know the best way to break a one-inch board?"
Why wouldn't I, as a delivery-minded Project Manager, want to know the BEST way to add VALUE to my customer(s).
Mike Diaz, PMP
925-575-0125
email: mdiaz@dragonbyte.biz
Wednesday, September 1, 2010
Friday, June 4, 2010
Project Management - Dependencies
Entering tasks into your project management scheduling application can be as easy entering items in a spreadsheet. Creating dependencies so the tasks have a flow towards a deliverable can require a good deal of additional thought and discussion.
Many project schedules, used as part of an overall project plan, end up being a list of tasks, with the number of hours, or days, to execute the task, and who is assigned as the only pertinent information.
The key advantage of entering the predecessor, and successor of the task is the determination of the tasks critical to the delivery of the project. This term is the "critical path." Some project schedulers can highlight the critical tasks in red, which is a quick and efficient method.
A simple example of dependencies
1.1) Determine and document the time management plan (e.g. schedules review)
1.2 ) Determine and document the communications management plan (e.g. email, texting, voice mail, status reports, signed SOW)
1.3) Determine and document the quality management plan (QA, QC-evaluate product
1.4) Determine and document the human resources management plan (Team member acquisition/development)
1.5) Determine and document the cost management plan (Estimates / Budget)
1.6) Determine and document the risk management plan (planning, monitoring, control)
1.7) Determine and document the procurement management plan (contract admin/ closeout)
1.8) Determine and document the integration plan
1.9) Determine and document the scope plan
1.10) Review and Accept the overall project plan (Tasks 1.1 to 1.9 must be completed prior to executing Task 1.10)
Understanding which tasks must be executed, and in which particular order can ease the delivery of the project, and provides a "blueprint" for the team to follow.
Many project schedules, used as part of an overall project plan, end up being a list of tasks, with the number of hours, or days, to execute the task, and who is assigned as the only pertinent information.
The key advantage of entering the predecessor, and successor of the task is the determination of the tasks critical to the delivery of the project. This term is the "critical path." Some project schedulers can highlight the critical tasks in red, which is a quick and efficient method.
A simple example of dependencies
1.1) Determine and document the time management plan (e.g. schedules review)
1.2 ) Determine and document the communications management plan (e.g. email, texting, voice mail, status reports, signed SOW)
1.3) Determine and document the quality management plan (QA, QC-evaluate product
1.4) Determine and document the human resources management plan (Team member acquisition/development)
1.5) Determine and document the cost management plan (Estimates / Budget)
1.6) Determine and document the risk management plan (planning, monitoring, control)
1.7) Determine and document the procurement management plan (contract admin/ closeout)
1.8) Determine and document the integration plan
1.9) Determine and document the scope plan
1.10) Review and Accept the overall project plan (Tasks 1.1 to 1.9 must be completed prior to executing Task 1.10)
Understanding which tasks must be executed, and in which particular order can ease the delivery of the project, and provides a "blueprint" for the team to follow.
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