Project Management made simple

Our working lives are a series of projects we have to undertake. Yes there are the day-to-day activities we have to complete as well, but in the main we are given a task (project) and it is up to us to complete it. And therein lies the start of the problem. Most people aren't taught or shown how to manage any kind of project, so we begin to find excuses as to why we can't work on it / them. We procrastinate over each detail because we don't know the next step, and are usually afraid of stuffing up. Well in a bid to help you overcome the project management procrastination, we have written a simple guide to managing projects:

Project Management made simple

In the beginning was an idea. The idea began to take shape and a person tasked to look into it. This takes you through some suggestions on how to cope when you are that person.

Your project management plan should identify a business need. That business need will indicated whether you need to undertake market research – who’s been there, done that and bought the solution you want / need? But one caveat – remember their solution may not benefit your business in entirety. So be careful of jumping on any kind of bandwagon – especially technological ones.

What the project plan should provide:

• Improved reporting mechanisms,
• Improved accountability,
• Improved structure,
• Improved ability to complete each step

Limitations

• Project hurdles
• Important dates (see section on timing)
• Responsibility – remember your project team may not want to be there, do not understand what it is you are trying to do and couldn’t care less whether the project succeeds or not…after all it looks just like the last one they tried to roll out this time last year and that one failed too.

Execution

• What you are going to do?
• How you are going to do it?
• With what resources?
• What training needs?
• What risk is involved? and how you will minimise your risk?
• How often you will report?
• Who are your sponsors / systems champions?

If you are rolling out a new system; make sure your system champion actually:

A) Knows what the system is for
B) Uses the system
C) Stays employed long enough

Make sure your Second system champion actually:

A) Knows what the system is for
B) Uses the system
C) Stays employed long enough
In fact it might be wise to become your own System Champion if you want to get anything completed.

Note:
If the scope changes, document it and get it signed
No Signature = No Project = Do Not Proceed! And get the reason down in writing and circulate it.

Timing

• Put steps into order of completion;
• Against each step, record the duration;
• Identify what needs to be completed before each step can take place.
• Who is responsible for each step? when they can work and how long? Try to avoid those people who are likely to be going on stress leave half way through the project, taking extended leave (for whatever reason) or are totally disillusioned they are planning on leaving you to it.
• You may also need to record hourly rates, hire costs or cost of replacements.

Remember there are other things to consider:

• 10 public holidays;
• Budget season;
• Annual report season;
• Performance Review season;
• Strategic Planning season;
• Xmas;
• Easter Season and
• When everyone vacates and you’re left by yourself running your project.

Milestones

• Will you email your progress to interested persons?
• Are you celebrating? Is it a team occasion, or for only a few to know?
• Who do you tell?
• How do you tell them?
• What will you tell them?