1) Develop an optimistic project plan; what I (and others) call the “Ideal Scene”.

2) Identify realistic risks based on historical data (change requests, issues logs, subject matter expertise, etc.)

3) Use standard, simple, out-of-the-text book risk management techniques to select appropriate risks and and identify preventive and contingency plans.

4) Alter the project plan accordingly.

The resulting plan should satisfy most optimists and pessimists; and if you’re good at negotiating (a core project management skill), you’ll satisfy your senior managers.

The key to success is this: Start optimistic. Apply changes based on historical data. You’ll end up with a robust project plan AND set stakeholder expectations.

Cheers.

To some degree, this is our fault. After all, we’re good at our job, so handle these problems they don’t see them. It’s no wonder that they want things faster and cheaper. When we push back, it just sounds like we’re whining.

Our goal then is to express legitamate concern for agressive schedules and budgets without sounding like we’re whining. The answer: risk management.

So, a client wants a delivery in 6 months. Your realistic schedule comes out to 7 months but the client keeps pushing.  When I’m pushed against a tight deadline or budget, I use risk management to help stakeholders understand the situation better.

Explain the risks to the stakeholders. For example, “our suppliers for the memory chips are excellent, but there’s been supply disruptions from the Tsunami and these continue, we’ll have to declare a delay in the project”.

Frequently, the stakeholders themselves introduce the risks. Senior managers don’t approving requests in a timely manor or ask for more information, clients don’t approve interim deliverables on time, or fail to supply needed information in a timely manor (like requirements).

These are perfect opportunities for introducing risk … “If you can approve the minutes from the last scope review meeting on time, we’ll be able to deliver the design document on the originally-scheduled date. Otherwise, we’ll need to take a day-for-day slip until you approve the minutes.”

I once ran a project so tight, I hold my VP that if any one in my team gets a cold, I’m declaring a slip. No one did, and I delivered on time.

Best wishes and success!

I don’t look at risk as a technical necessity designed only to protect my project from onslaught. I look at risk as a strategic tool in project management. As such, it has very specific and strategic objectives (these are in no particular order):

• Managing stakeholder expectations
• Developing a robust project plan
• Covering weaknesses within myself, my organization and team
• Managing assumptions
• Managing up (handling inept senior managers)
• Implementing cultural change

Over the next few blog posts, we’ll examine each of these goals, develop a strategy and finally tactical implementation.

Best wishes and success!

In my opinion, the first key step in controlling scope creep is the project charter. It’s the document that defines the project’s scope to senior managers, it’s a contract between PM and senior management, and it becomes the single defining document for project scope.

While I could easily write a book on the charter itself, for the purposes of scope creep, the key elements are: Business objectives, Inclusions/Exclusions and Assumptions.

The business objectives define what the organization expects to achieve from the project. From this, a savvy business analysis needs to define products (or services) to achieve these goals — no more — no less.

That same savvy business analysis then needs to limit project scope by defining inclusions and exclusions; again, with one thought in mind: achieving the business objectives — no more — no less.

As each project unfolds, almost all stakeholders will come up with new ideas. These will come from senior managers, the team, clients, everyone. As each new idea manifests itself, the project manager must be strong enough to force the ideas through change management. Here, the Change Control Board (CCB) must review the idea against the charter: it’s original business objectives, inclusions/exclusions and assumptions. The CCB must approve only those changes that enhance the enterprise while never loosing sight of the original objectives.

Remember, you don’t have to include all changes in this project; you can always enhance this project after the initial roll-out.

Close to the building where I worked is a small plot of unoccupied land (strange in a city that’s so overpopulated).  It’s a mound of dirt about 200′ long and maybe 80′ wide covered with trash. On the mound apparently lived a few dogs. They belonged to no one, they just seemed to live there.  At first, I was frighted, I’m not used to dogs just running loose. But they were quiet and peaceful. I usually found them sleeping, or just walking about the plot scrounging for food and water.

Coincidentally, my primary contact at my client, a man I’m learning quickly to respect and honor, said he registered to follow my blog.

I haven’t written anything since October and I explained to him I had all but given up on the blog. For years, I’ve been screaming at the top of my lungs, trying to show senior managers how to improve true value in their companies, but no one seemed to care (two recessions in 8 years is quite enough evidence for me).

While my contact didn’t disagree, he did remind me that there are a lot of people just trying to get better at project management and they could always use some help.

My first reaction: shame on me! For years as a project manager, I fought with incompetent and/or uneducated senior managers and back then I decided to do everything I could to educate senior managers to understand the benefits, tools and value of project management. I was so dedicated that I wrote a book on the topic — a book that released at the crest of the worst economic recession in my lifetime.

… and it hit me. No matter how loudly I scream, not matter how many books I write, whether it’s my lack of communication skill or just simply the social cycle of the planet; the rich will continue to get richer (without adding any value to the planet), and the poor will continue to get poorer. The middle class is dying (at least here in the states) and there’s nothing I can do about it.

And I found myself understanding the dogs, sitting on a mound of dirt that’s covered with trash, just trying to get through the day. That’s me, just with one minor difference. Unlike the 4-legged creatures, if I can help others, I will.

So, I’m rededicating this blog to those project manager just trying to make their next project a bit better … just trying to improve their teams and just trying to balance their private and professional life.

To my contact in India (I won’t use his name without permission), thank you for helping me refocus. For whatever I can do .. help is on the way.

Cheers,

Michael.

In my most recent book, I indicate the importance of ownership for running successful projects. However, it is just as applicable and process work, and perhaps more importantly, in research.

When used properly, ownership eases the manager’s job significantly. It’s the ultimate form of delegation. It motivates employees by allowing them to succeed. Finally, it makes sure the job gets done right.

Stay tuned and I’ll show you the model I’ve been using for many years, the one I teach in my seminars, and the one I describe in my most recent book, A Manager’s Guide to Project Management.

Cheer,
Michael B. Bender
The Value Strategist

Ally’s Web Site: www.AllyBusiness.com
Twitter ID: ValueStrategist

Research develops innovations that add value to the organization’s clients or the organization itself.

Projects take those innovations and make them real. The amount of rigor, the practices we develop and the processes we employ in projects must add value to the project.

The products we develop add value to our clients’ organizations or lives.

For this reason, I’ve decided to change the name of the blog to The Value Strategist.

Cheers,
Michael B. Bender
The Value Strategist

Ally’s web site: www.AllyBusiness.com
Twitter id: ValueStrategist
Blog Web Site: www.TheValueStrategist.com

Structure is important, however, in my experience, both as an employee and consultant, I’ve come to realize that:

Well-defined roles and responsibilities are more important than structure.

With well-defined roles and responsibilities, everyone will know what’s expected from them, what their job is, and — if you make sure their trained — they’ll know how to do it; even if the structure is not quite right.

However, if people don’t know their roles and responsibility, if they don’t know what’s expected of them, a good structure is insufficient to achieve organizational effectiveness.

Go ahead an pick a structure, then, make sure everyone knows their job!

Cheers,
Michael B. Bender
The Value Strategist

Ally’s web site: www.AllyBusiness.com
Twitter id:  ValueStrategist