| Oooh - project management. Everyone talks about | | | | of the tripod is out of balance then quality is likely to |
| project management but what is it? Isn’t project | | | | suffer. Quality is in proportion to the amount of time, |
| management just organizing your little work to get | | | | cost, and scope available for the project deliverables. |
| the big work done? Isn’t project management | | | | When one angle of the project suffers so does |
| really just a series of events to create some thing, | | | | quality. |
| by some point, way off in some hazy future? Not | | | | What good is a project’s deliverable if the |
| really. | | | | project is finished on time, but the product or service |
| To define what project management is we first need | | | | doesn’t work as promised? Or if the project |
| to define what projects are. A project, technically, is | | | | manager has spent all of the money but didn’t |
| a short-term endeavor to create a unique product or | | | | create all the promised deliverables? Quality is |
| service. A project, in practical terms, is an assignment | | | | affected by the balance of time, cost, and scope. |
| or undertaking to create a deliverable that satisfies | | | | Following this snappy analogy of photography, what |
| the mission of the project customers. | | | | kind of camera would you like to put on top of your |
| A project is a set of activities to create something | | | | tripod? If you’re like me, I bet you’d like a |
| that is outside of your day-to-day operations. A | | | | digital SLR, capable of 12 megapixels, and a few gigs |
| project creates a unique deliverable. For example, if | | | | of memory for your digital photos. Of you could rely |
| your organization develops game software the actual | | | | on a manual 35mm camera, with slide film, and a nice |
| creation and development of the code is a project. | | | | set of filters. |
| The manufacturing of the CDs, the Internet delivery, | | | | But wouldn’t you have better photos with the |
| and the technical support you provide to your | | | | 12 megapixel digital camera? Not necessarily. Just |
| customers is part of maintenance and operations. | | | | because you have a fantastic camera doesn’t |
| The difference is that one set of activities creates a | | | | mean your photos will be fantastic. It’s not the |
| unique deliverable while the other centers on | | | | camera that takes the pictures - it’s the |
| organizational process, day-to-day business, and | | | | photographer. |
| support of the organization’s mission. This is true | | | | The camera, in our project management analogy, are |
| in disciplines other than IT: consider designing a car | | | | the mechanics of project management. The person |
| versus manufacturing a car. Consider writing a book | | | | behind the camera is the project manager. Just as |
| versus printing a book. Consider building a skyscraper | | | | the photographer has to know how to adjust the |
| versus maintaining a skyscraper. | | | | camera to capture the perfect photo, so does the |
| Projects have budgets, deadlines, and an agreed set | | | | project manager adjust the controls within project |
| of requirements for the deliverable to be accepted | | | | management to deliver on the project’s |
| by the customer. | | | | demands. |
| The United States of Project Management | | | | Good photographers and good project managers |
| In my project management seminars I like to say | | | | have much in common: experience, a foundation in |
| that this point in the room represent our current | | | | the fundamentals, and a willingness to learn. At the |
| state; this is where our organization is today. We | | | | core, I believe, is an ability to capture a vision - and |
| have some opportunity that we’d like to seize. | | | | then process that vision for others to see. |
| We have some problem that we’d like to solve. | | | | Projects Tell a Story |
| Or there’s technology that has leapfrogged our | | | | If you don’t like photography maybe you’ll |
| current equipment so we need to improve our | | | | like stories. |
| technical attributes. Where we are now is our current | | | | Projects, like a good story, have a beginning, a |
| state. | | | | middle, and a satisfying end. Think back to any |
| Then I’ll stroll to a distant part of the room. This | | | | project you’ve managed or worked on. Can you |
| new location represents where we want our | | | | recall the beginning, middle, and a Hollywood ending? |
| organization to get to. This describes our desired | | | | The story for all projects is that they move through |
| future state. Can you imagine how great our | | | | five process groups to get from start to finish. |
| organization would be once we reach this destination? | | | | Within each process group there are key activities |
| Can you imagination the problem solved, the seized | | | | which help a project move along. Figure 2 |
| opportunity, or the new technology and how it | | | | demonstrates the flow of a project through the five |
| makes our business better? This spot represent our | | | | process groups. |
| desired future state. | | | | Initiate a project |
| The only way we can get from right here, our | | | | This process group starts all the fun. In this group |
| current state, to our desired future state, which is | | | | the business need for the project is identified, some |
| way over there, is through project management. | | | | initial solutions may be proposed, and the project |
| Project management is about planning, doing, and | | | | manager is selected. |
| ensuring that we’ve followed our plan. | | | | The most important document to come out of this |
| Here’s a key thought: the only way we can do | | | | group is the project charter. The project charter |
| project management, effective project management, | | | | authorizes the project work and assigns the project |
| is to know where our desired future state exists. | | | | manager the power to complete the project on |
| Effective project management is built on a solid | | | | behalf of the project sponsor. The project sponsor is |
| foundation of planning. Then the project team must | | | | typically someone high enough in the organizational |
| execute the work according to plan. And the project | | | | hierarchy to have power over the resources that |
| manager must control the work to ensure that the | | | | need to be involved in the project. (Having a weak |
| project plan was followed. Plan. Do. Check. React. | | | | sponsor for your project can also, unfortunately, lead |
| Project management, quite simply, is knowing where | | | | to cheap tequila.) |
| we’re going, planning on how we’ll get there, | | | | Planning the project |
| and then delivering on the promises within the plan. | | | | In order to plan the project manager must know |
| Projects, all projects, have constraints. Have you | | | | what the project will create. The project manager |
| every inherited a project that had to be done by a | | | | and the project stakeholders - the people that have |
| given deadline? Remember the Y2K scare that turned | | | | a stake in the project outcome - have to determine |
| out to be the Y2-OK yawn a few years ago? It was | | | | what the desired future state is. A dreamy wish list |
| real tough to move that deadline. January 1, 2000 | | | | won’t work. The project demands exact |
| was coming ready or not. | | | | requirements. If you don’t know what the |
| Or have you ever managed a project that had a | | | | project should create how will you ever get there? |
| preset budget? Regardless of how long it took your | | | | Once the project requirements have been agreed |
| project could not, must not, spend more than | | | | upon then the project manager, the project team, |
| $750,000. Or else. A pre-set budget may be | | | | and in some instances the project stakeholders will |
| calculated on how much cash is in the bank account, | | | | create a plan on how to achieve the project |
| the expected return on the project investment, or | | | | objectives. This isn’t a one-time process. Planning |
| some other magic formula like the time value of | | | | is an iterative process that happens throughout the |
| money. The point is, a pre-set budget is constraint. | | | | project duration. Planning is a cornerstone of project |
| Finally, you may have faced a project that had some | | | | management - skip planning or do it half-heartedly |
| very steep requirements. Are you a public company? | | | | and the project is doomed. |
| Then you’ve dealt with the Sarbane-Oxley Act. | | | | Executing the Project |
| Or if you’re in health care you’ve dealt with | | | | Ever hear the quip, “Plan your work and then |
| HIPAA. Or the regulations you may have to follow in | | | | work your plan?” This is the working part. The |
| pharmaceutical, construction, manufacturing, and | | | | executing process group is the project team |
| countless other industries. | | | | executing the project work according to plan -- and |
| You may also have worked with a customer that | | | | the project manager working with any vendors that |
| said, “I don’t care how much it costs or how | | | | may be in involved in the execution or support of the |
| long it takes. I need the product to do this.” | | | | deliverables needed for the project completion. |
| (Those are my favorite kinds of customers, by the | | | | Controlling the Project |
| way.) These steep requirements are part of the | | | | Control freaks need not apply. Controlling isn’t |
| project scope and in order for the project to be | | | | about micromanaging - it’s about compliance with |
| successful the project scope has to be met. | | | | the project plan. As you can see in Figure 2, |
| You’ve just read about the triple constraints of | | | | there’s balance between execution and control. |
| project management: time, cost, and scope. The | | | | The project manager works with the project team, |
| triple constraints of project management are | | | | not over them, to ensure that they’re doing the |
| collectively called “The Iron Triangle.” Imagine | | | | work as it was planned. And if not? Then the project |
| an equilateral triangle. If you don’t want to | | | | manager makes corrective actions to get the project |
| imagine take a look at Figure 1. The bottom of the | | | | back in alignment with the project plan. |
| triangle represents scope, another side represents | | | | Controlling is also about balancing the time, cost, and |
| cost, and the last side represents time. | | | | scope constraints as the project moves along. The |
| In order for the project to be successful the project | | | | project manager has to measure, compare, and |
| must remain an equilateral triangle. In other words, | | | | adjust controls within the project to ensure project |
| you can have a gigantic scope, and puny budget, or | | | | success. If we do not measure we cannot improve. |
| a weak schedule. For a project to be successful each | | | | Closing the Project |
| side of the Iron Triangle must remain in proportion to | | | | Aaah - closing. This process group centers on closing |
| the other sides. If your customer wants a scope | | | | out the project accounts, completing final, formal |
| that’s so big (hold your arms out real wide). And | | | | acceptance of the project deliverables, finalizing any |
| their budget is only this big (now bring your arms in | | | | time, cost, or quality reports, completing the |
| real close together). A big ol’ scope and tiny little | | | | project’s lessons learned documentation, and |
| budget means just one thing: it ain’t gonna | | | | finalizing any financial or procurement audits. The |
| happen. | | | | project manager may have to complete a review of |
| The same is true with the schedule. There must be | | | | each team member, a review of the vendors, and a |
| enough time to plan and execute the project in order | | | | review of their own actions in the project. |
| to achieve the project’s scope. Unrealistic | | | | Project closure also involves some rewards and |
| expectations on the schedule usually leads to waste, | | | | recognition. For some, this means bonuses, vacation |
| rework, frustrations, and a decline in morale. In some | | | | time, or other rewards. If this isn’t appropriate or |
| instances this may also lead to cheap tequila. | | | | available in your organization the project manager |
| Capturing The Picture | | | | should at least verbally reward the project team for |
| I like photography. I like to look at pictures, take | | | | their hard work and a job well-done (assuming the |
| pictures, and mess with filters, lenses, and light | | | | project was done well). |
| meters. In order to really capture a good photo, | | | | Putting it all Together |
| I’ve learned, you have to see the developed | | | | As you know projects are short-term endeavors to |
| photo in your mind’s eye. You have to look at | | | | create a unique product or service. Projects are out |
| your environment and see how it’d look once | | | | of the normal duties you do as part of your |
| the film’s been developed or the image is printed | | | | operations. Projects are constrained by time, cost, |
| on your color laser printer. You have to see into the | | | | and scope -- and other constraints such as |
| future in order to capture the present in your | | | | regulations, resources, or even vendors. |
| camera. You must have vision. | | | | The Iron Triangle of project management posits that |
| Being a project manager really isn’t that | | | | all projects are constrained by time, cost, and scope. |
| different. A project manager must have vision for | | | | If one angle of the project is out whack the whole |
| what the project is to create. The project manager | | | | project suffers. |
| inherits the vision from the key stakeholders, the | | | | Projects, and technically even project phases, move |
| project sponsor, or even management. In order to | | | | through five process groups: initiating, planning, |
| plan for the project work the project manager must | | | | executing, controlling, and closing. Each process group |
| envision what the end result of the project will be. | | | | has key activities that lend to a successful project. I |
| Like taking a photo, a good photo, the project | | | | believe the most important group is planning. Without |
| manager has to study, observe, and see the end | | | | planning the project is destined for failure. |
| result of the efforts before the work begins. | | | | What we’ve discussed in this intro to project |
| Another way to look at your new friend the Iron | | | | management is a good foundation for how projects |
| Triangle is to imagine the photographer’s tripod. | | | | are to operate, their constraints, and a some |
| If you’ve ever worked with a tripod (hopefully | | | | challenges every project manager faces. On top of |
| with a camera on top) you know the secret is to | | | | this strong foundation there are nine knowledge |
| have the tripod balanced and level. In fact, some | | | | areas which also affect a project’s success: |
| camera tripods have a level built into the head so you | | | | 1. Project Scope Management |
| know when it is level. A level tripod ensures that the | | | | 2. Project Time Management |
| photo’s horizon is flat; it makes a goofy picture | | | | 3. Project Cost Management |
| when the ocean is slipping down to South America. | | | | 4. Project Quality Management |
| Now imagine that one leg of the tripod equates to | | | | 5. Human Resources Management |
| scope, another to time, and the last is cost. We | | | | 6. Communications Management |
| agree that the tripod has to be balanced to take a | | | | 7. Project Risk Management |
| good picture, just like a project has to have balance | | | | 8. Project Procurement Management |
| to be successful. If any leg of the tripod is extended | | | | 9. Project Integration Management |
| more than the others the tripod is off-balance - just | | | | For each of these knowledge areas I’ve written |
| like your projects. | | | | an article which explains their characteristics and how |
| Some tripods are nice and heavy. A heavy tripod | | | | they contribute to your projects. |
| helps when you’ve taking a photo in the middle | | | | For now know this: projects are successful based on |
| of a river or you’re fighting a wind storm. The | | | | the ability of the project manager to lead, manage, |
| trouble with heavy tripods is someone has to carry | | | | and motivate the project team to complete the |
| them. What some photographers do is carry a light | | | | project plan. The project plan supports the vision the |
| tripod and then suspend their camera bag under the | | | | project manager has inherited from the project |
| tripod to fend off any shakes. A neat trick. | | | | stakeholders. If the project manager and the project |
| In project management what’s keeping your | | | | stakeholder don’t have the same vision of the |
| project sturdy? Imagine that the area within the | | | | desired future state the project is doomed. |
| three legs of the tripod represents quality. If any leg | | | | Projects fail at the beginning, not the end. |