Project Management for Dummies - UK

1. Define project scope and justify with a solid business case

"Make sure that you've made allowances for risk activity when first drafting the plan out, but later in the project risk activity could even lead to a significant update of the plan."

Scope clarity is crucial. A well-defined scope outlines what the project will and won't deliver, managing expectations and preventing misunderstandings. This includes listing requirements, their sources, and priorities. Use the MoSCoW approach (Must have, Should have, Could have, Won't have) to prioritize requirements effectively.

Business case justifies the project. It should include:

• Benefits (financial gains, measurable improvements, non-quantifiable benefits)
• Context (fit with organizational strategy)
• Cost and timescale estimates
• Justification (benefits-driven, compliance, maintenance, or enabling)

Keep the business case updated throughout the project to monitor ongoing viability. Be prudent with benefit projections, slightly understating rather than overstating to avoid perceptions of failure and incorrect strategy decisions.

2. Plan with deliverables first, then map out activities

"How can you possibly determine activities and time durations with any accuracy if you're unclear about what it is you're going to build?"

Product-based planning is powerful. Start by identifying and defining the project's deliverables or "products." This approach ensures a clear understanding of what needs to be produced before determining how to produce it. Use techniques like the Work Breakdown Structure and Work Flow Diagram to visualize the project's products and their relationships.

Activities follow products. Once products are defined, map out the activities required to create them. This sequence helps in:

• Identifying missing work
• Revealing dependencies
• Providing a clear picture of the project's structure

The Work Flow Diagram becomes a powerful tool for risk identification, control points, and progress monitoring. It offers a memorable visual representation of the project that stakeholders can easily understand and reference.

3. Manage resources effectively, balancing time, cost, and quality

"You live in a world of limited resources and, usually, not enough time which means you always have more work to do than time and resources allow."

Resource planning is multifaceted. Consider:

• Staff resources: Skills, availability, and productivity
• Physical resources: Equipment, materials, and facilities
• Financial resources: Budgets and cash flow

Use techniques like Resource Histograms and the Critical Path Method to identify and resolve resource conflicts. Remember that "full-time" staff aren't truly full-time due to various factors (meetings, breaks, administrative tasks).

Balance the project constraints. Visualize project constraints as four dogs pulling on a canvas:

• Cost
• Quality
• Scope
• Time

When one "dog" pulls, others must adjust. Understand this dynamic when planning and managing changes. Sometimes, one constraint (e.g., time) may be fixed, limiting your options for adjustment.

4. Build and motivate high-performing project teams

"Projects are about people."

Effective leadership is crucial. As a Project Manager, balance management (controlling work) with leadership (inspiring and guiding). Understand what motivates team members, using theories like Herzberg's motivation-hygiene theory. Recognize that hygiene factors (e.g., salary, working conditions) prevent dissatisfaction but don't motivate; true motivators include achievement, recognition, and growth opportunities.

Foster team development. Guide teams through stages:

1. Forming: Introduce members and discuss project objectives
2. Storming: Address conflicts and concerns
3. Norming: Establish team standards and operating guidelines
4. Performing: Execute project work efficiently

Recognize team members' differences using tools like the Controller-Analyst Matrix. This helps in assigning tasks, resolving conflicts, and maximizing team performance.

5. Track progress and control changes rigorously

"Projects are always going into the unknown to some extent, so you can almost guarantee that your project won't go exactly the way you thought."

Monitor progress accurately. Use product-based planning to create clear, frequent milestones. This approach provides factual reporting of completed (quality-checked and signed-off) products rather than relying on subjective percentage-complete estimates. Tools like the Work Checklist and color-coded Work Flow Diagram offer visual, easy-to-understand progress tracking.

Control changes effectively. Implement a change control process to manage scope creep:

1. Use Change Request forms to document proposed changes
2. Assess impacts using the "four dogs" model (cost, quality, scope, time)
3. Make decisions based on project constraints and benefits
4. Update plans and communicate changes

Maintain a Change Log for overview and set up a change budget to allow for some flexibility without constant high-level approvals.

6. Communicate clearly and frequently with all stakeholders

"Communications breakdown – the big project killer"

Effective communication is vital. Develop a Communications Plan addressing:

• Who needs what information
• When they need it
• How it will be delivered
• Who is responsible for providing it

Consider various communication methods:

• Written reports
• Meetings (in-person or virtual)
• Project website
• Presentations

Tailor communication to stakeholders. Identify and analyze stakeholders using tools like the Stakeholder Matrix. Understand their influence and interest levels to determine appropriate engagement strategies. Remember that stakeholder positions may change throughout the project, requiring ongoing analysis and adjustment of communication approaches.

7. Navigate project closure and learn from the experience

"Just because the final deliverable has been handed over, that doesn't mean the project is finished."

Plan for closure. Closure activities include:

• Evaluating project outcomes
• Handing over deliverables
• Releasing resources
• Closing financial accounts
• Conducting post-project reviews

Ensure a smooth transition for team members, either back to their original roles or onto new projects.

Learn from experience. Conduct a thorough project review:

• Record project information for future reference
• Document lessons learned (both successes and challenges)
• Measure benefits achieved
• Plan for any ongoing benefit realization after project closure

Share insights gained with the organization to improve future project performance. Remember that some benefits may only be realized long after the project has officially closed, so plan for ongoing measurement and reporting as needed.

Last updated: October 11, 2024