Posts Tagged ‘Templates’

PostHeaderIcon The Power of Rapid Planning Workshops

Accelerating Capability...Beyond Training

For all the millions spent on project management education, significant improvement in the way projects are actually planned and managed remains an elusive goal for many firms. While formal training is (or should be) an excellent foundation for improvement, it is not the greatest means of turning knowledge into sustainable, collective action – which ultimately, is what most organizations actually need.

Beyond Training

Rapid planning workshops, in contrast, do just that. They offer one of the single most powerful methods, (especially post-training), of embedding effective project management methods and tools.

Conducted in a live intense planning environment with the project manager and his/her core team, they are explicitly dedicated to evolving a high quality mission-critical project to execution-readiness as fast as possible. Properly designed, skilfully-facilitated workshops can compress planning time from weeks to days, by fully focusing the team on their project without productivity-sapping distractions, and by elaborating overall goals into detailed, tactically-viable, fully-resourced integrated schedules, all under the guidance of an expert facilitator, (ideally from the PMO).

Project planning is an everyday occurrence but the quality of the output is too often suspect – and the stealthy precursor of unnecessary strife, poor productivity or a troubled project. Repeatedly exposing project teams to high impact, structured planning, results in profound acceleration of both their projects and the organization’s project management capability.

Follow the Process

A typical planning workshop agenda should be tailored to the project’s needs and the organization’s own methodology (if it’s adequate) and might include activities such as:

  • Define objectives (tactical targets)
  • Define scope (deliverables, exclusions, completion criteria)
  • Create WBS (tasks, ownership, completion criteria)
  • Assign resources (staffing)
  • Develop schedule (dependencies, estimates, constraints, critical path analysis)
  • Optimize plan (schedule/scope/resource constraints and tradeoffs)
  • Manage risks (identification, assessment, responses)

These are really just standard planning steps but the trick is in how they are actioned in the workshop using a mix of large/small group collaboration, flipcharts/Post-Its, templates/software and real-time analysis/quality control/adaptation for maximum impact. Any project can benefit from these structured sessions; larger projects can typically get to the lowest level of appropriate detail (potentially thousands of tasks) within just a few days. Team alignment, a credible plan and knowledge transfer – for maybe less than 2% of the total effort to execute the project. Its a great return. And done right, by institutionalizing rapid structured planning as an operational norm, the biggest winner is the organization.

The global state of project management would be infinitely improved if just a fraction of organizational training budgets were allocated to properly standardizing high impact planning practices.

PostHeaderIcon A Checklist for Team Readiness

Just because the plan seems complete and you think you’re ready to go doesn’t necessarily mean that you are. Apparently small details left unattended as the project is poised for execution can become the source of re-work, frustration, delays, conflict and dysfunctional team behaviors later on in the project.

16 Team Readiness Checks

Here are some of those often forgotten pre-launch checks:

  1. Have the overall project objective and scope boundaries been shared with all team members?
  2. Have all known gaps in resource expertise been resolved?
  3. Have clear roles and responsibilities been defined for each individual?
  4. Has real availability been validated with each team member and relevant line managers?
  5. Have time and effort estimates involved input from the team?
  6. Have the team agreed on who owns which deliverables?
  7. Have those owners specified completion criteria for each of their deliverables?
  8. Is the team aligned on deadlines, dependencies, constraints and risks?
  9. Is the project team ready, willing and able to execute the project according to the baseline plan?
  10. Have initial work priorities been communicated to the project team?
  11. Has a procedure for issuing weekly WBS task lists, actions and priorities to the team been set?
  12. Is the team aware of which tasks are critical and will actual slack values be communicated to task owners each week?
  13. Has the team been informed of how and when they should provide status updates?
  14. Has the team been involved in identifying risks and formulating response strategies?
  15. Have procedures for raising, escalating and resolving issues been defined and communicated?
  16. Does the team know how often project review meetings will be held and who should attend?

    PostHeaderIcon Project Management Maturity Models

    Stages of Maturity... depending on how you measure it

    Looking for a means of assessing your organization’s project management capability? Maturity models can provide a useful frame of reference and there are plenty of models out there – home-grown in-house models, proprietary models devised by consultancies and training firms, and models developed by project management standards and certification bodies.

    Look before you Leap

    Unsurprisingly perhaps, not all models are created equal – some are far more useful than others – so here are a few important questions to help ensure real value is delivered:

    1 – Does the model provide direct input to a capability development roadmap?

    There’s no point doing a maturity assessment if it does not result in an actionable plan for improvement; a well-defined, specific, accurate development roadmap should be derived directly from the assessment model and constitute the final deliverable from an effective maturity evaluation.

    2 – Are elements of project, program and portfolio management appropriately represented in the model?

    For most organizations, project management capability is dependent on practices in all three of these disciplines, not just the first. Few models give adequate coverage to portfolio and program management; most lack proper process frameworks in these domains and some consider portfolio applies only at higher levels of maturity – both of which result in incomplete and misleading assessments.

    3 – Are people skills and toolsets properly evaluated as well as processes?

    An assessment of maturity is only valid if it includes a fair evaluation of project management awareness and knowledge (such as through interviews and surveys), its application through tools and templates, and the artifacts that result. The breadth, depth, suitability and quality of know-how, supporting tools and project documentation should all be rated across each of the project, program and portfolio disciplines.

    4 – Does the model provide for appropriate discounting of non-relevant areas?

    Not all organizations have the same needs; for example, deeper aspects of project planning and control may be of little importance in some research or non-complex service environments; conversely, many components of portfolio management will be unnecessary to an organization that only performs 1 or 2 major construction projects per year.

    5 – Does the model assess a reasonable number of maturity attributes and capability indicators?

    Too few indicators are likely to omit key areas; too many will result in data overload and an implausible development roadmap; OPM3 from the PMI is a case in point with a ridiculously impractical base model of 488 best practices.  Accurate results and effective improvement plans have more to do with striking a balance between model detail and experienced application rather than analysis-paralysis.

    Shaping the Future

    Maturity models, combined with their associated assessment techniques and action-oriented outcomes, can offer the best basis for shaping project environments – but only if properly designed and entrusted to experienced hands.

    PostHeaderIcon Process, People, Tools – In That Order

    Project management is a blend of processes and procedures, the skills and knowledge of the project community, and tools for assisting with the application of process and knowledge. Good project management is when these three are properly tailored to the needs of the organization, its projects and their teams.

    How It Goes Wrong

    Corporate initiatives to improve project management sometimes fall short of their goals when these three elements are (a) incomplete, (b) not customized, and (c) treated in the wrong order. For example:

    (a)    Training is conducted in process but no tools are provided for follow-up application
    – a sure way to minimize training ROI

    (b)   Training is conducted in processes that are too generic, too lightweight or too onerous
    – very common, leaves PMs to figure it out for themselves

    (c)   Project managers are given project management tools without prior training in process
    – the “seduction of software”, usually results in poor quality information and plans that are plain wrong

    It’s a repetitive scenario and goes some way to explaining the plethora of statistics on failed projects and generally poor project performance.

    Right Focus, Right Sequence

    The swiftest and most effective way to raise the bar of project management capability and performance is to ensure process, people and tools are treated in an integrated way with appropriate focus on each at the right time. Here’s how:

    1. Define a process that fits the organization’s projects and culture
      (proper tailoring is critical to ensure buy-in and long term success)
    2. Provide training in this process
      (we’re talking lifecycle here, not PMBOK knowledge areas)
    3. Follow-up immediately (even simultaneously) with hands-on tools training
      (custom templates and project management software)
    4. Then finally, ensure that support structures are in place
      e.g. a PMO and coaching, to embed the disciplines and practices for the long term.

    Done right, it’s a recipe for sustained success.