How to execute projects efficiently...
After the Initiation and Planning phases, the project will enter the Execution phase of the Project Lifecycle. Within this phase, the physical deliverables will be produced for the customer and a suite of management processes will be undertaken to ensure that the project produces the deliverables on time and within budget. To execute projects efficiently, we suggest that you take the following steps:
Step 1: Build the Deliverables
The first and most important step in the Execution phase is the construction of each of the project deliverables specified within the Terms of Reference. During this activity, a detailed design of each deliverable is created and the deliverables are physically constructed and tested. The deliverables are then reviewed by the Quality Manager and the Customer to determine whether they meet the quality criteria (defined in the Quality Plan) and the acceptance criteria (defined in the Acceptance Plan). If all of the criteria have been met, then the deliverables are signed off on by the customer, ready be handed over to the customer environment.
Step 2: Monitor and Control the Execution
Alongside the 'Build Deliverables' activity, the Project Manager performs a suite of management processes to monitor and control the time, cost and quality of each deliverable being produced. The following processes are undertaken:
Perform Time Management. This is the process of monitoring and controlling the time spent by staff on the project. Timesheets are used to track and record time spent, so that the Project Manager can ascertain the overall progress of the project.
Perform Cost Management. Ensuring the delivery of projects within budget is always a difficult task. To monitor and control costs effectively, a Cost Management Process is put in place to identify project costs (i.e. expenditures) and to record the rate of consumption of the project budget.
Perform Quality Management. To ensure that the project produces deliverables that meet customer requirements, it is necessary to use a formal Quality Management Process. This process involves undertaking the Quality Assurance and Control activities specified in the Quality Plan to manage a project's level of quality.
Perform Change Management. A Change Management Process is implemented to ensure that any change requests are reviewed and approved prior to implementation. This process will also help to control the project scope.
Perform Risk Management. While managing time, cost and quality can be a fulltime job, another key process within Project Management is the mitigation of project risk. To perform Risk Management on a project, you need to monitor and control project risks by taking the steps necessary to prevent risks and also minimize the impact on the project should those risks eventuate.
Perform Issue Management. During the Project Lifecycle, unforeseen issues often arise that impact the ability of the project to meet its stated objectives. The key to success is having a process in place to review and resolve issues before they severely impact on the project.
Perform Procurement Management. Projects often require goods and services from external suppliers to help them meet the objectives set. In these situations, a Procurement Management Process is put in place to monitor and control the performance of project suppliers.
Perform Acceptance Management. You may deliver a suite of top class deliverables, but unless the customer accepts that your deliverables meet their requirements then the success of the project will be compromised. To gain the customer's approval of each deliverable, Acceptance Reviews should be undertaken as part of an Acceptance Management Process.
Perform Communications Management. Everyone in the team needs to be kept regularly informed of the progress of the project. By completing the communications activities listed in the Communications Plan, you will ensure that every stakeholder within the project receives the right information, at the right time.
Step 3: Perform a Phase Review
With all your deliverables signed off on by the customer, you are almost ready to close the project. But first, a Phase Review is undertaken to ensure that all of the required activities in the Execution phase have been completed and the project is ready to proceed to the Closure phase.
And that's it. If you complete the steps above, you will be able to efficiently monitor and control the project schedule, risks and issues and therefore increase you chances of achieving a successful project delivery.
If you would like to use a suite of templates to complete each of these activities quickly and efficiently, then read about the Project Execution Kit. This kit includes all of the templates, forms and processes required to perform these 3 steps faster than ever before. Learn more...
Introductory Offer
If you purchase either the MPMMTM Standard Edition or Professional Edition before 30 June 2006, we will give you a free subscription to the MPMM Downloads Centre, where you will be able to obtain the latest releases of all MPMM editions any time, throughout the next 12 months. This free subscription is worth $69.50. We will also give you a 100% refund on any prior Method123 purchase! Here's how to do it:
Purchase the MPMM Standard or Professional Edition, to help you to deliver projects more successfully.
Email us at specialoffer@Method123.com with the details of any prior purchase and we will give you a 100% refund on that purchase immediately.
This offer applies to a single prior purchase of a single user license (up to the value of $297) for a Method123 template product.
Visit MPMM to find out about this Project Methodology now.
Tuesday, December 30, 2008
Starting new projects
Starting new projects
When you start a new project, you need to follow these 8 "golden rules" to ensure its success...
Sponsorship: You need to have a highly motivated sponsor who understands the criticality of the project on the business and is motivated to making it a success. They need to have the resources available to support you, and the right level of "influence" in the business.
Targets: Sit down with your sponsor and agree specific targets. Make sure they are realistic. Perform a feasibility study to ensure that what is discussed is feasible to achieve. Only agree to the targets if there is sufficient contingency. Add an extra 20% to the budget and timeline if you can.
Scope: Keep your scope to a minimum. If you can't get the contingency you need, then try and negotiate to deliver less than you have to. And if that doesn't work, identify any deliverables that are not on the critical path and negotiate to produce these items after the project deadline has been reached.
Resourcing: Find the best people you can afford. Then find extra people to assist, as further contingency. You will always need more people than you plan for, so you need to identify additional help as a "backup" should you need it. This could include people from other teams in your business, contractors or suppliers.
Planning: Your success will be measured against your ability to deliver against the plan. So plan wisely. Only plan in detail the next few months. After that, plan at a summary level. Never "over-plan" by listing every tiny task for the entire length of the project, as people will hold you to it. Then, stick to the plan.
Processes: Implement processes for managing time, cost, quality, change, risks and issues upfront. MPMM contains all of the processes you need. Communicate these processes to your entire team and make sure that everyone follows them rigorously.
Tracking: With your plan complete, you need to start tracking progress against it. ProjectManager.com helps you do this, by allowing you to see at a glimpse your progress on the dashboard. Track your progress against budget and schedule. Track your risks and issues. Track your work efficiency and your overall percent complete.
Reporting: Report on your project status weekly. Keep your reports brief and 100% accurate. Report the summary level to your Sponsor and the detailed level to your team. Focus on the current issues to hand. Remember that your project report can be a great motivational tool to rally everyone behind the project and focus them on the outcome. With the whole team motivated to achieve the goals, you have the best chance of success.
These 8 golden rules apply to any size and type of project. One final golden rule is do anything you can to work smart and save time. By using the Project Management Kit of templates, you'll save both time and effort, boosting your chance of success
When you start a new project, you need to follow these 8 "golden rules" to ensure its success...
Sponsorship: You need to have a highly motivated sponsor who understands the criticality of the project on the business and is motivated to making it a success. They need to have the resources available to support you, and the right level of "influence" in the business.
Targets: Sit down with your sponsor and agree specific targets. Make sure they are realistic. Perform a feasibility study to ensure that what is discussed is feasible to achieve. Only agree to the targets if there is sufficient contingency. Add an extra 20% to the budget and timeline if you can.
Scope: Keep your scope to a minimum. If you can't get the contingency you need, then try and negotiate to deliver less than you have to. And if that doesn't work, identify any deliverables that are not on the critical path and negotiate to produce these items after the project deadline has been reached.
Resourcing: Find the best people you can afford. Then find extra people to assist, as further contingency. You will always need more people than you plan for, so you need to identify additional help as a "backup" should you need it. This could include people from other teams in your business, contractors or suppliers.
Planning: Your success will be measured against your ability to deliver against the plan. So plan wisely. Only plan in detail the next few months. After that, plan at a summary level. Never "over-plan" by listing every tiny task for the entire length of the project, as people will hold you to it. Then, stick to the plan.
Processes: Implement processes for managing time, cost, quality, change, risks and issues upfront. MPMM contains all of the processes you need. Communicate these processes to your entire team and make sure that everyone follows them rigorously.
Tracking: With your plan complete, you need to start tracking progress against it. ProjectManager.com helps you do this, by allowing you to see at a glimpse your progress on the dashboard. Track your progress against budget and schedule. Track your risks and issues. Track your work efficiency and your overall percent complete.
Reporting: Report on your project status weekly. Keep your reports brief and 100% accurate. Report the summary level to your Sponsor and the detailed level to your team. Focus on the current issues to hand. Remember that your project report can be a great motivational tool to rally everyone behind the project and focus them on the outcome. With the whole team motivated to achieve the goals, you have the best chance of success.
These 8 golden rules apply to any size and type of project. One final golden rule is do anything you can to work smart and save time. By using the Project Management Kit of templates, you'll save both time and effort, boosting your chance of success
10 Tips for Project Success
10 Tips for Project Success
Starting out: Make sure that when you start out your customer defines their requirements in depth. You need to know exactly what it is that must be delivered, to who and when. Make it specific, write it up formally and get them to sign it off. This document will become the basis upon which to measure your success.
Customers: Involve your customers throughout the entire project life cycle. Get them involved in the analysis and planning, as well as execution. You don't have to seek their approval, just keep them informed. The more you involve them, the greater their level of buy-in and the easier it is to manage their expectations.
Timeframes: Keep your delivery timeframes short and realistic. Never agree to lengthy timeframes. Split the project into "mini-projects" if you need to. Keep each mini-project to less than 6 months. This keeps everyone motivated and focused.
Milestones: Break your project timeframe into "Milestones" which are manageable pieces of work. Add delivery deadlines to your milestones and try to deliver on every deadline, no matter what. If you're late, tell your customer about it as early as possible.
Communications: Make sure you keep everyone informed by providing the right information at the right time. Produce Weekly Status Reports and run regular team meetings. Use these Project Management Templates to save you time.
Scope: Only authorize changes to your project scope if there is no impact on the timeline. Get your customers approval to important scope changes first and then get their buy-in to extend the delivery dates if you need to.
Quality: Keep the quality of your deliverables as high as possible. Constantly review quality and never let it slip. Implement "peer reviews" so that team members can review each others deliverables. Then put in place external reviews to ensure that the quality of the solution meets your customer's needs.
Issues: Jump on risks and issues as soon as they are identified. Prioritize and resolve them before they impact on your project. Take pride in keeping risks and issues to a minimum.
Deliverables: As each deliverable is complete, hand it formally over to your customer. Get them to sign an Acceptance Form to say that it meets their expectations. Only then can you mark each deliverable off as 100% complete.
Your team: Great projects are run by great teams. Hire the best people you can afford. Spend the time to find the right people. It will save you time down the track. Remember, good people are easy to motivate. Show them the vision and how they can make it happen. Trust and believe in them. Make them feel valued. They will work wonders.
And that's it. With these 10 tips you can boost your project success. And here's one last tip that will save you time and effort - use Project Management Templates to produce deliverables faster and easier than before. Download the Project Management Kit of templates today.
Starting out: Make sure that when you start out your customer defines their requirements in depth. You need to know exactly what it is that must be delivered, to who and when. Make it specific, write it up formally and get them to sign it off. This document will become the basis upon which to measure your success.
Customers: Involve your customers throughout the entire project life cycle. Get them involved in the analysis and planning, as well as execution. You don't have to seek their approval, just keep them informed. The more you involve them, the greater their level of buy-in and the easier it is to manage their expectations.
Timeframes: Keep your delivery timeframes short and realistic. Never agree to lengthy timeframes. Split the project into "mini-projects" if you need to. Keep each mini-project to less than 6 months. This keeps everyone motivated and focused.
Milestones: Break your project timeframe into "Milestones" which are manageable pieces of work. Add delivery deadlines to your milestones and try to deliver on every deadline, no matter what. If you're late, tell your customer about it as early as possible.
Communications: Make sure you keep everyone informed by providing the right information at the right time. Produce Weekly Status Reports and run regular team meetings. Use these Project Management Templates to save you time.
Scope: Only authorize changes to your project scope if there is no impact on the timeline. Get your customers approval to important scope changes first and then get their buy-in to extend the delivery dates if you need to.
Quality: Keep the quality of your deliverables as high as possible. Constantly review quality and never let it slip. Implement "peer reviews" so that team members can review each others deliverables. Then put in place external reviews to ensure that the quality of the solution meets your customer's needs.
Issues: Jump on risks and issues as soon as they are identified. Prioritize and resolve them before they impact on your project. Take pride in keeping risks and issues to a minimum.
Deliverables: As each deliverable is complete, hand it formally over to your customer. Get them to sign an Acceptance Form to say that it meets their expectations. Only then can you mark each deliverable off as 100% complete.
Your team: Great projects are run by great teams. Hire the best people you can afford. Spend the time to find the right people. It will save you time down the track. Remember, good people are easy to motivate. Show them the vision and how they can make it happen. Trust and believe in them. Make them feel valued. They will work wonders.
And that's it. With these 10 tips you can boost your project success. And here's one last tip that will save you time and effort - use Project Management Templates to produce deliverables faster and easier than before. Download the Project Management Kit of templates today.
Managing Outsourced Projects
Managing Outsourced Projects
Take these 5 steps to ensure the success of your outsourced projects:
State the Work
Before you outsource, specify the Statement of Work. This is a document which is released to the third party, specifying exactly what you need them to deliver, when and how. It lists your requirements and it gives your supplier the opportunity to confirm that they can meet your expectations.
Seal the Deal
Every successful supplier relationship has a strong contract behind it. In your supplier contract make sure you clearly state the responsibilities of each party. Include delivery milestones which are points in time by which elements of the project must be delivered. And make it clear that you will only pay them when each delivery milestone is completed. Go one step further by including penalties for late delivery, and clauses allowing you to pull out if you need to.
Monitor Progress
Make sure that once the contract is signed, you can scrutinize the progress of your supplier on a regular basis. Get them to complete timesheets and weekly status reports. Make them log all issues, risks and changes and use online project software that you can access, to track their progress. Make sure your status reports are received on time. If you don't receive them on time, it's often because the project is behind schedule and they don't want you to know. Remember - to succeed, you need the right status information, at the right time.
React like Lightening
If you notice delays, risks or issues that have not been dealt with, then react like lightening. Arrange a formal meeting with the supplier to discuss it. Have a copy of the contract to hand, so they know you're serious. Come heavy handed by bringing your boss along. Meet in the office, not at a café. State clearly what it is that you want them to do, by when and how. The more seriously you take it, the more likely they will meet your demands and the greater your chances of success.
Accept Deliverables
As your supplier completes each delivery milestone, you need to review and formally accept the deliverables produced. Never leave this to someone else, always be involved in the process personally. Make sure a formal acceptance process is followed, one that tests each deliverable and ensures it meets your needs.
Physically sign off on each deliverable, and only when all of the deliverables are signed off, should you make your final supplier payment. Along with this payment, you both need to re-sign the contract, stating that it is 100% complete. This covers you legally and ensures your success.
And there you have it. By following these tips, you can manage outsourced projects more easily.
Want all of the documents needed to manage outsourced projects? Download the Method123 Project Management Kit today.
Take these 5 steps to ensure the success of your outsourced projects:
State the Work
Before you outsource, specify the Statement of Work. This is a document which is released to the third party, specifying exactly what you need them to deliver, when and how. It lists your requirements and it gives your supplier the opportunity to confirm that they can meet your expectations.
Seal the Deal
Every successful supplier relationship has a strong contract behind it. In your supplier contract make sure you clearly state the responsibilities of each party. Include delivery milestones which are points in time by which elements of the project must be delivered. And make it clear that you will only pay them when each delivery milestone is completed. Go one step further by including penalties for late delivery, and clauses allowing you to pull out if you need to.
Monitor Progress
Make sure that once the contract is signed, you can scrutinize the progress of your supplier on a regular basis. Get them to complete timesheets and weekly status reports. Make them log all issues, risks and changes and use online project software that you can access, to track their progress. Make sure your status reports are received on time. If you don't receive them on time, it's often because the project is behind schedule and they don't want you to know. Remember - to succeed, you need the right status information, at the right time.
React like Lightening
If you notice delays, risks or issues that have not been dealt with, then react like lightening. Arrange a formal meeting with the supplier to discuss it. Have a copy of the contract to hand, so they know you're serious. Come heavy handed by bringing your boss along. Meet in the office, not at a café. State clearly what it is that you want them to do, by when and how. The more seriously you take it, the more likely they will meet your demands and the greater your chances of success.
Accept Deliverables
As your supplier completes each delivery milestone, you need to review and formally accept the deliverables produced. Never leave this to someone else, always be involved in the process personally. Make sure a formal acceptance process is followed, one that tests each deliverable and ensures it meets your needs.
Physically sign off on each deliverable, and only when all of the deliverables are signed off, should you make your final supplier payment. Along with this payment, you both need to re-sign the contract, stating that it is 100% complete. This covers you legally and ensures your success.
And there you have it. By following these tips, you can manage outsourced projects more easily.
Want all of the documents needed to manage outsourced projects? Download the Method123 Project Management Kit today.
How to Deliver Challenging Projects
How to Deliver Challenging Projects
There are 5 classic signs of a "challenging" project. We’ve described them below and offer you advice for managing them:
Tight Deadlines
If your project deadline is practically unachievable, then here's what to do. First, try and get it delayed. If you can't, then immediately replan your project so you know by how much you will be late. If it’s more than 10% then try and find more resource to help you deliver it more quickly. And if you can’t get the resource, then reduce your scope. Identify non-critical deliverables and get your sponsor to agree that you can complete those deliverables after the deadline has passed.
Otherwise, you need to revisit the tasks in your plan to see if you can produce the same deliverables, with less tasks and effort than before. Use these project management templates to save you time and effort completing project tasks.
Limited Budget
If your budget has been cut back, then try and find another sponsor in your business to provide the additional funding required. If cashflow is the problem, then negotiate with suppliers to take delayed payments. Use internal resource rather than external contractors, as they are usually cheaper. Rent equipment rather than buy. Re-negotiate with your suppliers to reduce their deliverables and therefore, their costs. And lastly, reduce staff overtime and offer them unpaid leave when they have down time.
Resource Shortage
If you don't have sufficient resource to complete the project, then take these steps. Review your deliverables and ensure you focus on the critical ones first. Try and find people in your business who can be succonded to your project, without you being charged. If you can't, then you need to work incredibly smart. So take time out each day to prioritize your tasks and ensure everyone is spending their time wisely. Work extra hours if necessary, but don't burn out. You can only work smart if you’re "as fresh as a daisy".
Scope Changes
If your scope is constantly changing, then you need to nail it down. Start by identifying the tasks on the "critical path" and sticking to them, regardless of the change requests that arise. Identify your project priorities and get them approved by your sponsor. Make sure each priority is linked to a business objective, so that they are harder to change.
Being a Super-Hero
Does everyone expect you to be a super-hero by delivering your project with less time, budget and resource than you need? If so, don't worry - it's normal. The trick is to manage people's expectations, by under promising and over delivering. Keep people well informed, so they know what you'll deliver, how and by when.
By taking these tips, you can deliver challenging projects with a smile, and gain a reputation for super-hero like qualities!
Method123 offers templates to help you deliver challenging projects. Download the Project Management Kit today.
There are 5 classic signs of a "challenging" project. We’ve described them below and offer you advice for managing them:
Tight Deadlines
If your project deadline is practically unachievable, then here's what to do. First, try and get it delayed. If you can't, then immediately replan your project so you know by how much you will be late. If it’s more than 10% then try and find more resource to help you deliver it more quickly. And if you can’t get the resource, then reduce your scope. Identify non-critical deliverables and get your sponsor to agree that you can complete those deliverables after the deadline has passed.
Otherwise, you need to revisit the tasks in your plan to see if you can produce the same deliverables, with less tasks and effort than before. Use these project management templates to save you time and effort completing project tasks.
Limited Budget
If your budget has been cut back, then try and find another sponsor in your business to provide the additional funding required. If cashflow is the problem, then negotiate with suppliers to take delayed payments. Use internal resource rather than external contractors, as they are usually cheaper. Rent equipment rather than buy. Re-negotiate with your suppliers to reduce their deliverables and therefore, their costs. And lastly, reduce staff overtime and offer them unpaid leave when they have down time.
Resource Shortage
If you don't have sufficient resource to complete the project, then take these steps. Review your deliverables and ensure you focus on the critical ones first. Try and find people in your business who can be succonded to your project, without you being charged. If you can't, then you need to work incredibly smart. So take time out each day to prioritize your tasks and ensure everyone is spending their time wisely. Work extra hours if necessary, but don't burn out. You can only work smart if you’re "as fresh as a daisy".
Scope Changes
If your scope is constantly changing, then you need to nail it down. Start by identifying the tasks on the "critical path" and sticking to them, regardless of the change requests that arise. Identify your project priorities and get them approved by your sponsor. Make sure each priority is linked to a business objective, so that they are harder to change.
Being a Super-Hero
Does everyone expect you to be a super-hero by delivering your project with less time, budget and resource than you need? If so, don't worry - it's normal. The trick is to manage people's expectations, by under promising and over delivering. Keep people well informed, so they know what you'll deliver, how and by when.
By taking these tips, you can deliver challenging projects with a smile, and gain a reputation for super-hero like qualities!
Method123 offers templates to help you deliver challenging projects. Download the Project Management Kit today.
How to Plan Your Projects
How to Plan Your Projects
It doesn't matter which industry you're in or project you're involved with, these 5 steps should be taken every time to properly plan your project:
Step 1: Set the Direction
Before you start out, set the direction for the project. Do this by clearly identifying the project vision, goals and deliverables. State the overall timeframes for delivery and clarify the amount of resource available. Determine what is "in scope" and "out of scope". Identify the benefits and costs in delivering the project and any milestones and constraints. Only once this is agreed with your Project Sponsor will you know what it is that you have to achieve.
Step 2: Task Selection
You're now ready to start planning. Identify the groups of tasks that need to be completed to build your project deliverables. Then for each group of tasks, breakdown those tasks into sub-tasks to create what is known as a "Work Breakdown Structure" (WBS). Your WBS is essentially a hierarchical list of tasks, in order. Assign start and end dates to each task, as well as task durations. Always add a little extra time (e.g. 10%) to your durations, providing you with contingency. Next add Milestones to your plan. These are tasks that represent major achievements along the way.
Step 3: Inter-linking
The next step is to add links (or dependencies) between project tasks. While there are a variety of link types, most Project Managers add "finish-to-start" links so that one task cannot start until another one finishes. To make your project achievable, only add links between tasks if there is a critical dependency between them. Remember, when one task slips, all tasks linked to it may slip as well. So use links wisely.
Step 4: Resource Assignment
Now comes the fun part, assigning resources. A "resource" may be a person, equipment, location or materials. Against each task in your plan, assign one or more resources required to complete it. As you assign resources, watch your resource utilization. In other words, make sure you don't over-assign a specific resource to multiple tasks, so that it’s impossible for that resource to complete everything assigned to it. Project Manager makes this easy for you, by telling you the resource utilization as you assign resources to projects.
Step 5: Baseline, Actuals and Reporting
With a fully completed project plan, you're now ready to save it as a "baseline", so that you can later compare your progress against it. Then start recording your actual progress against the plan. Every day, record the amount of time you've spent against each task. Also record the new planned start and finish dates, and monitor the overall project completion date. Report on progress as you go. By regularly updating the project plan with your progress, you can control the delivery of your project and meet those critical goals set.
And there you have it. If you'd like smart software to help you plan your projects, see Project Manager
Do you use MS Project? You can import your project plan straight into Project Manager and use the intelligent dashboard, tracking and reporting features to keep track of projects. Free Trial for a free trial.
It doesn't matter which industry you're in or project you're involved with, these 5 steps should be taken every time to properly plan your project:
Step 1: Set the Direction
Before you start out, set the direction for the project. Do this by clearly identifying the project vision, goals and deliverables. State the overall timeframes for delivery and clarify the amount of resource available. Determine what is "in scope" and "out of scope". Identify the benefits and costs in delivering the project and any milestones and constraints. Only once this is agreed with your Project Sponsor will you know what it is that you have to achieve.
Step 2: Task Selection
You're now ready to start planning. Identify the groups of tasks that need to be completed to build your project deliverables. Then for each group of tasks, breakdown those tasks into sub-tasks to create what is known as a "Work Breakdown Structure" (WBS). Your WBS is essentially a hierarchical list of tasks, in order. Assign start and end dates to each task, as well as task durations. Always add a little extra time (e.g. 10%) to your durations, providing you with contingency. Next add Milestones to your plan. These are tasks that represent major achievements along the way.
Step 3: Inter-linking
The next step is to add links (or dependencies) between project tasks. While there are a variety of link types, most Project Managers add "finish-to-start" links so that one task cannot start until another one finishes. To make your project achievable, only add links between tasks if there is a critical dependency between them. Remember, when one task slips, all tasks linked to it may slip as well. So use links wisely.
Step 4: Resource Assignment
Now comes the fun part, assigning resources. A "resource" may be a person, equipment, location or materials. Against each task in your plan, assign one or more resources required to complete it. As you assign resources, watch your resource utilization. In other words, make sure you don't over-assign a specific resource to multiple tasks, so that it’s impossible for that resource to complete everything assigned to it. Project Manager makes this easy for you, by telling you the resource utilization as you assign resources to projects.
Step 5: Baseline, Actuals and Reporting
With a fully completed project plan, you're now ready to save it as a "baseline", so that you can later compare your progress against it. Then start recording your actual progress against the plan. Every day, record the amount of time you've spent against each task. Also record the new planned start and finish dates, and monitor the overall project completion date. Report on progress as you go. By regularly updating the project plan with your progress, you can control the delivery of your project and meet those critical goals set.
And there you have it. If you'd like smart software to help you plan your projects, see Project Manager
Do you use MS Project? You can import your project plan straight into Project Manager and use the intelligent dashboard, tracking and reporting features to keep track of projects. Free Trial for a free trial.
What to do when your project slips
What to do when your project slips
At some point during your project, you may develop a gut feel that your project is going to be late. If this happens, immediately compare your planned vs. actual progress at a summary level and determine whether your gut feel is likely to be correct. If it is, then take these 5 steps:
Just how late exactly?
The first step is to identify how late it is that you're likely to be. If your plan doesn't tell you this, then meet with all of your team leaders or members individually to assess the amount they have delivered to date vs. what was planned for delivery at this point. Of the work remaining, how complex or risky is it?
In many cases, people do the easy tasks at the start, so often the last 20% of the project takes 80% of the time. You need to identify the type, quantity and complexity of the work remaining and identify the amount of time it will take to complete it. Follow your gut feel, as it will usually be right.
Root cause analysis
The next step is to identify the root cause of the problem. Only when you know the root cause, will you know how to fix it. Most projects are delayed due to unexpected change requests from the customer, staffing issues, budgetary constraints or quality problems. You need to fix the problems encountered, so that you don't lengthen the delay.
Front up
Then tell your Sponsor about it. Tell them that you may be late, the reasons why you could be late and what has caused it. Let them know what you've already done to fix the problems and what you'll do to bring the project back on track. Don't be overly optimistic, instead be realistic. Your customer wants to hear the truth, so keep it short and to the point.
Getting back on track
Now that all of the cards are on the table, you're ready to try and get back on track. Ask your customer for more time, resources or money, whichever you need the most. If you can't get it, then review your plan to try and identify non-critical tasks that can be re-scheduled to after the customer has received their final deliverables. Try and reallocate people against tasks to increase the workload of those under-resourced.
Boost motivation
Tell staff you're behind schedule and motivate them to work harder to help you get back on track. Recognize and reward staff for achievements and manage performance carefully. Build a healthy team morale and inspire them as much as you can. If you lead from the front, by working hard, remaining focused and always positive, then you'll provide the kick-start that your team needs to boost their performance and help the project to deliver on time successfully.
Save time and effort by using this kit of project management templates. Watch the video or download the Project Management Kit today from www.Method123.com
At some point during your project, you may develop a gut feel that your project is going to be late. If this happens, immediately compare your planned vs. actual progress at a summary level and determine whether your gut feel is likely to be correct. If it is, then take these 5 steps:
Just how late exactly?
The first step is to identify how late it is that you're likely to be. If your plan doesn't tell you this, then meet with all of your team leaders or members individually to assess the amount they have delivered to date vs. what was planned for delivery at this point. Of the work remaining, how complex or risky is it?
In many cases, people do the easy tasks at the start, so often the last 20% of the project takes 80% of the time. You need to identify the type, quantity and complexity of the work remaining and identify the amount of time it will take to complete it. Follow your gut feel, as it will usually be right.
Root cause analysis
The next step is to identify the root cause of the problem. Only when you know the root cause, will you know how to fix it. Most projects are delayed due to unexpected change requests from the customer, staffing issues, budgetary constraints or quality problems. You need to fix the problems encountered, so that you don't lengthen the delay.
Front up
Then tell your Sponsor about it. Tell them that you may be late, the reasons why you could be late and what has caused it. Let them know what you've already done to fix the problems and what you'll do to bring the project back on track. Don't be overly optimistic, instead be realistic. Your customer wants to hear the truth, so keep it short and to the point.
Getting back on track
Now that all of the cards are on the table, you're ready to try and get back on track. Ask your customer for more time, resources or money, whichever you need the most. If you can't get it, then review your plan to try and identify non-critical tasks that can be re-scheduled to after the customer has received their final deliverables. Try and reallocate people against tasks to increase the workload of those under-resourced.
Boost motivation
Tell staff you're behind schedule and motivate them to work harder to help you get back on track. Recognize and reward staff for achievements and manage performance carefully. Build a healthy team morale and inspire them as much as you can. If you lead from the front, by working hard, remaining focused and always positive, then you'll provide the kick-start that your team needs to boost their performance and help the project to deliver on time successfully.
Save time and effort by using this kit of project management templates. Watch the video or download the Project Management Kit today from www.Method123.com
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