Effective Project Management: Five Essential Steps and Tips, Study notes of Project Management

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Project Management

Best Practices

Prepared from Method123.com Newsletters

Table of Contents

• The Benefits of Using a PM Methodology
• Project Management for Dummies
• How to Scope Your Projects
• The Essential Steps to Managing Projects
• The 5 Skills You Need as a Project Manager
• The 5 Things you Must Do as a Project Manager
• The Role of a Project Manager
• 5 Main Responsibilities of a Project Manager
• How to Track Project Expenses....................................................................................................................................
• The Value of Project Templates
• How to Deliver Challenging Projects
• How to Manage Multiple Projects
• The 5 Steps to Planning Your Project...........................................................................................................................
• Create a Project Plan in 3 easy steps!..........................................................................................................................
• 5 Steps to Delegating Your Tasks
• 5 Steps to Hiring the Right Staff...................................................................................................................................
• 4 critical steps to creating a Quality Plan
• How to Communicate on Projects
• How to Create a Communications Plan
• How to Kick Start Your Project
• Top 10 Reasons for Project Success.............................................................................................................................
• How to Manage your Project Team
• 5 Tips for Managing Your Project Teams
• How to Monitor Your Projects
• How to Track Your Projects
• Improve your Presentation Skills
• How to Deliver Your Projects Successfully
• How to Resolve Project Conflict
• Top 5 Types of Project Reports
• How to Create Your Project Dashboard
• Four Steps to Determine the Value of Training

Project Management for Dummies You can manage any type of project, by taking these 5 steps: Step 1: Set the goals The 1st step is to gather your team together on site and set the goals. This means stating clearly what they have to achieve, by when and how they are^ going^ to^ do^ it.^ At^ this^ meeting,^ you^ need^ everyone^ on^ board,^ offering^ you their full support. Get them pumped and ready for action! Ask your customer to come to the meeting and explain why the solution that the project will deliver is critical to their business. Get your customer to explain why the timescales are also important and the level of quality that must be achieved. Only with an understanding of the solution, timescale and quality targets will the team fully realize what it is that they have to achieve and be motivated by it. Tip 2: Plan, plan, plan The next step is to plan a course of action to achieve your goals. Work with your entire team to identify all of the major tasks that need to be completed. Estimate how long each task will take and create your project schedule. Then assign resource to each task so that everyone in the team knows what has to be done and by when. Run the plan past your customer to get their feedback. Only with a rock solid plan will the team have clear direction going forward. Tip 3: Measure, Monitor and Control Then start measuring progress against your plan and monitoring it weekly to ensure you're always on track. You also need to control any change requests. This is when someone requests changes to your scope or deliverables. They might be a great idea at the time, but unless they are going to save you time or money, then wherever possible try and park them and move on. Changes to project scope often kill the best laid plans. Tip 4: Communicate clearly You know whether you're ahead, on track or behind ‐ but do your team? You need to keep them and your customer properly informed, if you want their full buy‐in and motivation. Also, report your project status to your customer weekly. Hold regular project status meetings with your team to keep them informed of progress against the goalposts and what lies ahead. Tip 5: Work Smart You have limited time and resources to deliver your project, so you need to work smart. Manage your time carefully. Use "To Do Lists" to priorities your work. Limit the number of meetings you have and keep telephone calls short. Only work on prioritized tasks. If something arises those is non‐critical then keep a record of it and move on.

How to Scope Your Projects Someone just came up with a great idea for a new project! It's going to do this, and save that, and eliminate the need for something else. The list goes on and on of how great this project is going to be and all the wonderful things it will accomplish. But, it's hard for you to get your head around a clear understanding of this project, let alone be able to explain it to someone else. Take heart. There is a relatively simple process to follow that will allow you to take a huge list of features, requests, and requirements and turn them into something manageable. Take these steps to scope your projects: Step 1: Set the Direction of the Project At this point, you should have already met with the initial stakeholders and sponsors of the project for a high level understanding of what this project needs to accomplish. Take this general understanding and break it down into more of a vision of where this project is going and what objectives need to be met. This will allow you to frame the conversation you will have with the expanded set of stakeholders in step 2. Step 2: Conduct Workshops Once you have a clear direction established for where the project is going, you will now conduct workshops to identify what elements will make up the scope of the project. Include all important stakeholders to help assist in this identification exercise. Who would be considered important? Anyone that has a vested interest in the success of the project. This can range from the executive project sponsor to the end user of the finished product. Get everyone around a projector and take notes where all can see. Or, use the large sheets of paper with the adhesive backs and spread them all throughout the room. Ask what everyone feels will be necessary to include in the scope of the project in order to meet it's objectives. One more question to ask during these workshops is what will specifically be "out of scope". Calling these out from the beginning reduces many misunderstandings later in the project. Step 3: Prioritize the Deliverables You will end up with a list of deliverables that is larger than life. Everyone will want their opinion to be heard and provide their input into what should be included in the project. That's great! That's exactly what you need to have happen. Now, you need to narrow these deliverables down into something that is achievable. One of the easiest ways to do this is rank the deliverables with a 1,2, or 3. A '1' is a must have, a '2' is a nice to have, and a '3' is something not that important at all. This will allow you to concentrate and spend time on only those deliverables that will really make the most impact toward the project reaching it's stated objectives. Step 4: Dig Into the Details You will now have a finite and shorter list of deliverables to focus on. Dig into the details of this shorter list and ask some hard questions. Will these deliverables really make the impact that they are intended to accomplish? Should a deliverable be expanded further? Is there a way to consolidate multiple deliverables into one in order to save time and effort. This further refining process will help reduce the scope even further which results in some very well‐thought out and solid deliverables. Step 5: Determine Feasibility From this shorter list of deliverables you now ask the question of how many of these are even possible. There may be something on the prioritized list that is a necessity, makes perfect sense, but also costs a million dollars. This is something that your company may not be able to afford at this particular time. You can then remove this from the list and look for further alternatives. Step 6: Compile the Final List You should be feeling pretty good about the scope of your project at this point. The direction is clear, you've received loads of input, and you have a list of deliverables that are well thought out and feasible. Compile this final list of deliverables with a brief description of each one and which priority they have been assigned. You now have the basis for a solid scope of work that you can present to upper management or the client. Step 7: Obtain Sign‐Off The final step is to obtain written sign‐off on the scope of the project. There is a lot of work that is about to be undertaken at this point of the project and this approval will give you the confidence to move forward.

The 5 Skills You Need as a Project Manager Managing a project is a challenging task. But if you can master these 5 skills, then you're well on your way to project success... 1: Planning Every Project Manager has to become a great planner. You need to plan your project, the tasks entailed, resources, equipment and materials needed. Create a bullet proof Project Plan at the start of each project and measure progress daily. You also need to plan your team's tasks for the week and check that those tasks are being completed every day. You job is simple‐you feed your team with work from your plan, and you track and measure progress. That's what being a Project Manager is all about.

2. Prioritization You are the one person on your project who needs to be an expert in prioritization. Every day, your team will struggle to manage priorities because there will always be too much to do. Your job is to give them crystal clear priorities every week, to help them manage their day. It keeps stress levels low and helps them work efficiently. Without clear priorities, your project will be like a ship without a rudder. Coasting along inefficiently, without a precise direction in mind. 3. Delegation You can't do everything. You might be capable, but there won't be enough hours in the day. So you need to become a great delegator. If tasks arise that others can do, then delegate them. Your job is to keep the ship on its course, not man the engines. Delegate even the smallest of items, as they still require attention and focus. Delegate even when you could do something better or faster than your team. The only time not to delegate is when there's no‐one to delegate to. Even then, see if you can get budget to hire another person to help you out. Remember‐you can't do it all. 4. Leadership Great Project Managers are great leaders. They set the course, lead the team in the direction required, they motivate team members individually and look after their welfare. Great leaders know what it is that motivates their people. They put them in roles they enjoy and are naturally talented at. They listen and they genuinely care. To inspire your team to achieve success, you need to become a great leader. 5. Communication As a team member, you need to know what has to be done, how and by when. That's where the Project Manager's communication skills come into play. You have to constantly communicate the goals, timeframes and set expectations to your team. Then communicate feedback as progress happens. Tell people directly where they are going right and where they need to improve. Communicate clearly and concisely. Follow up in writing when it's important, so you don't have to remember everything said. So that's it. If you can plan, prioritize and delegate your work as well as communicate and lead, then you will become a top notch Project Manager.

The Role of a Project Manager The role of a Project Manager is to "Deliver the project on time, within budget and to specification". So in other words, you need to specify clearly upfront what must be delivered by the project, and then you need to produce it within the schedule and budget assigned. But it's not that simple. You might meet this objective but totally fail as a "top notch Project Manager". We believe your role is much more than that. It is also... 1: To recruit the best Great projects are delivered by a great team. Your role is to recruit the best people you can find and make sure that their skill sets are perfectly complimentary so that you have all of the experience you need to deliver the project successfully. You need to document a detailed Job Description for every person in your team so that they all know what is expected of them, at every step in the journey. Only with a great team and everyone knowing what is expected of them, will you deliver a great result. 2: To motivate and lead You need to be the one "cracking the whip" so that everyone knows what is to be done and by when. You need to be strict and make sure that every task is done on time and doesn't slip. If it does slip, then you need to identify the slippage immediately and have contingency plans so you can get back on track. As well as cracking the whip, you need to be positive and supportive towards your team so they know you also care. You need to lead by example and motivate others to do the same. If you want others to work hard, then you need to work harder than they do. Lead by giving them direction, motivating them to work hard and showing you care along the way. 3: To manage the finances Every project has a budget, whether it's clearly defined or not. You need to ensure that you don't spend more than you're entitled to, or your sponsor / client will be dissatisfied with the end result. Manage finances carefully by listing every expense and ensuring that they are budgeted upfront. If unbudgeted expenditure takes place, tell your client as soon as possible to avoid complications down the track. If you need more budget, then don't be afraid to ask for it! 4: To control change You need to be the one who controls all change to the project scope, tightly. "Scope creep" kills projects. Define the scope of the project upfront and then review it each week to make sure that you're not doing un‐authorized work at any time. Your customer will ask for change throughout the project. Don't always give in. Stay your ground and when this happens, ask for more time or budget to cater for it. Remember—no matter how many changes they ask you for, they will still beat you up if you’re late or over budget. So control change when you see it. 5: Communicate It's your job as a Project Manager to communicate the status of the project regularly. If people know it's on track it will motivate them. If they know it's late it will motivate them even more. But they will only know if it's on time or late if you communicate this to them. You need to communicate the project status to your team, project sponsor and client every week of the project

life cycle. Never miss a week. Always document the status accurately. Never exaggerate. Communicate the right messages t the right people at the right time. 5 Main Responsibilities of a Project Manager Plain Talker (Communication) It’s critical that a project manager be the conduit of all things factual, timely, and relevant. You are responsible for removing any ambiguity or confusion around a project through plain talk and crystal clear communication. A successful project manager also employs a smorgasbord of communication methods ranging from face‐to‐face meetings to group presentations. Risk Averter (Risk Management) Identifying, preventing, and mitigating risk is a key responsibility of project managers. You can have the best project plan in the world, but the second it hits the open seas there is danger all around. You need to ensure your project remains viable in the event something catastrophic occurs. This can be accomplished by bringing up the topic of risk every time you meet about your projects. Obstacle Remover (Issues Management) There are always going to be obstacles that will slow down your project. These typically include delayed approvals, administrative busywork, and making sure everyone has the right equipment and materials to do the job. Do your team a favor and stay one step ahead of them to clear the path. They will appreciate the fact that they can focus on what they do best while you focus on what you do best. Morale Builder (Manage Staff) The project environment is a pressure cooker. Things may not be going as planned and your team may be buckling. It’s your responsibility to let some of the steam out so that they can get through tough times. Keep your team focused on the end goal, use levity and humor where appropriate, and keep hope and morale high. Bottom Line Focus‐er (Manage Schedule/Budget) Whether your projects bring in revenue or not, it’s your responsibility to keep focused on the bottom line. You can do this in two ways. The first is to ensure you keep you keep your projects within budget. Projects consume resources and resources cost money. You need to be a financial steward of these valuable resources and manage them carefully. Second, always look for opportunities to do things better, faster, and more affordably. Both of these efforts contribute to the bottom line of your company. What do you get when you focus on the meat and potatoes of these five main responsibilities of a project manager? You become a plain talking, risk averting, obstacle removing, morale‐building, bottom‐line focused project manager! Who wouldn’t want to have someone like that heading up their next project?

especially when many of the documents you create are going to be a one‐off. So to save time, use templates to create your documents quickly and easily. If the templates you use have been well written, then they should be pre‐formatted with all of the sections, tables, charts and forms you need. This way, you can avoid having to spend time formatting your documents and purely focus on completing the content. On average, most people save 25% of their time completing project documents, by using properly formatted templates. They give you direction In addition to saving you time, well written templates step you through the sections needed to write your document from start to finish. They tell you what you have to write, how and where. They give you direction, so it's crystal clear what has to be done to complete your document. They make it easier In short, a good quality template will make the task of creating a project document as easy as 1 ‐ 2 ‐3. You don't have to stress about what needs to go in your document, how to format it or how to write it up. The template will tell you what information needs to be entered, and it should include practical examples to help you along the way. They boost your quality It makes sense that if you use high quality templates, then you will generate high quality documents. High quality templates should be professionally designed, written by experts and aligned with worldwide standards. They give you confidence Have you ever been asked to write a document that you're unfamiliar with or have never written before? If so, then you can use a template to get the document layout, tables, charts and completion instructions at your fingertips. All you need to do is to fill‐in the gaps. By using templates to complete new documents, you will gain a higher level of confidence in your work, helping you to excel in project management.

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 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 cash flow 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 seconded 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!

The 5 Steps to Planning Your Project Creating a project plan is the first thing you should do before taking on any kind of project. Follow these 5 steps to put your project plan together... Step 1: Define the Project Goals The first thing you need to do is define the project goals. These goals are the very reason or purpose that this project is being contemplated. How do you do this? The best way is to conduct interviews with any and all stakeholders that have an interest in this project succeeding. Focus on their true needs that will create real benefit and value once the project comes to completion. This will result in a long list and there's no way you will make everybody happy. Take some time to prioritize the goals so the most important ones are worked on first. Step 2: Identify Project Deliverables You now have a prioritized list of goals in hand that this project must meet. The next step is to identify the deliverables necessary to meet these goals. These deliverables could be something as tangible as opening a new facility or as intangible as improving training for the call center. Identifying as many deliverables as possible will create the basis for your Work Breakdown Structure (WBS). Step 3: Determine Who Will Do the Work The next step in the project planning process is to determine who will do the work. This becomes easier to define now that you have the deliverables identified. There's a logical path to follow as the ownership of deliverables is usually self‐evident. For example, you know the training department will be responsible for creating user manuals and the IT department will be responsible for upgrading everyone's hardware. You can then get down to an individual resource level as the plan progresses. Step 4: Establish a Project Schedule Now that you know the goals of the project, what needs to be done, and who will be doing the work it becomes a simple matter to assemble a project schedule. The best way to do this is sit down with the owners of the deliverables and explain to them clearly what must be accomplished. Obtain their feedback for how long each deliverable will take and when they feel the work can begin. It is unlikely at this point that the schedule will work out perfectly, but this will serve as a starting point for negotiations around deadlines, resources, and scope. Step 5: Create Supporting Documentation There are literally dozens of supporting plans that can augment the project plan. You can determine how much or how little of that documentation you want to pull together based upon the complexity or visibility of the project. But, there are a handful of supporting documents that you will always want to include in your project planning process. These are:  Communications Plan ‐ This plan determines how everyone will be communicated with as it relates to project status. This includes how the weekly progress report meetings will be conducted, how escalations will be handled, and which stakeholders need to know which information throughout the life of the project.  Risk Management Plan ‐ This plan identifies those things that have the possibility of going wrong on a project and turning into big issues that could knock it off track. Be sure to include not only the risk, but also what is being done to mitigate the risk.  Change Management Plan ‐ There is almost a 100% guarantee that something is going to change on your project. Be sure to have a process in place that acknowledges the fact that change will occur. Following the 5 Steps to Planning Your Project above will change "Ready, Fire, Aim" to "Ready, Aim, Fire" and help you get more done in less time!

Create a Project Plan in 3 easy steps! The Project Plan lists all of the activities required to complete the project as well as the milestones, dependencies, resources and timeframes involved. The following diagram depicts the 3 critical steps involved in creating a Project Plan: To create a Project Plan, you first need to define the Work Breakdown Structure ("WBS"). The WBS lists each of the phases, activities and tasks required to undertake a project. You will then identify the resources required to carry out each activity listed. And finally, you will construct a Project Schedule which describes the flow of tasks and the timeframes involved in completing each task specified. A more detailed description of each of these steps follows: Step 1: Define the Work Breakdown Structure The first step taken when creating a detailed Project Plan for your project, is to create a comprehensive Work Breakdown Structure (WBS). The WBS lists all the phases, activities and tasks required to undertake the project. Identify and describe each phase, activity and task required to complete the project successfully. Depict the order in which the tasks must be undertaken and identify any key internal and external project dependencies. Also list the critical project milestones, such as the completion of key project deliverables. Step 2: Identify the Required Resources Having listed all of the tasks required to undertake the project, you now need to identify the generic resources required to complete each task. Examples of types of resource include: full‐time and part‐time staff, contractors, equipment and materials. For each resource type, identify the quantity required, the delivery dates and the project tasks in the WBS that the resource will be used to help complete. Step 3: Construct a Project Schedule You have now collated all of the information required to build a detailed Project Schedule. To construct your schedule, you need to:  List the phases, activities and tasks  Sequence the phases, activities and tasks  Add key internal and external dependencies  Allocate relevant completion timeframes  Add additional contingency to mitigate risk  Assign resources required to complete tasks  List critical delivery milestones  Specify any assumptions and constraints And there you have it! By following these 3 simple steps, you can create a comprehensive Project Plan to increase the likelihood of success of your project

5 Steps to Hiring the Right Staff To ensure you hire the right staff for the right roles, take these steps:

1. Define the Role Sounds easy, but defining the role properly is the most important step to take when recruiting new staff. You need to create a Job Description document that^ describes^ the:  Purpose and responsibilities of the role;  Reporting and communication relationships;  Skills, experience and qualifications needed;  Team fit and performance criteria;  Salary, rate, commission and benefits; and  Work environment and special conditions. 2. Find Top Candidates Next, advertise the role both internally and externally. Make your advert as specific as possible by listing the key responsibilities. Explain the challenges that they will face. List any special requirements. Make it sound enticing, but don’t oversell it. Then while the adverts are running identify your selection criteria for interviews, based on the characteristics in the Job Description. When the adverts close, review your list of applicants against the selection criteria and choose between 3 and 5 applicants to interview. 3. Interview Candidates Next, interview the selected candidates. Make sure you prepare fully for each interview, so don't just "wing it". For every interview, you should:  Prepare a list of questions before you start.  Cover all areas of the Job Description during the interview.  Address any strengths and weaknesses from their CV.  Consider the quality of the questions they’ve posed to you.  Be specific, direct and to the point at all times. Don't be afraid to take notes during the interview. You will find that if you're interviewing more than 3 candidates, you will need to rely on the interview notes heavily when progressing to the next stage.

4. Test Candidates Depending on the type of role you're recruiting for, you may also want to formally test your candidates. Here are 10 ways that you can test candidates to determine their suitability against the Job Description: 1. Perform personality, competency and numerical testing. 2. Get them to send samples of work completed in the past. 3. Ask them to perform specific project tasks. For instance, if hiring a software developer, get them to write you an example program. 4. Perform a second interview with management. 5. Get them to meet the team and allow the team to ask questions. 6. Take them for lunch with your team and see how they socialize. 7. Get them to do a formal presentation to your team. 8. Seek 3 professional references, all from past employers. 9. Ask them for 2 personal references, for character checking. 10. Speak to their prior customers to confirm their competency. 5. Select Candidate Based on the interview and test results, the next step is to select the right person for the job. If you have a number of people that you can't decide between, then here are your options:  Hire neither and start again. It's difficult to do this as you've put in a lot of work to get to this point. But it may be better to start again than hire a candidate who will not meet your needs fully.  Hire both and deliver earlier. In some cases you can split a Job Description in two and allocate the responsibilities to more than one person. It's challenging and risky doing this, but in some cases you can deliver the project earlier and at the same cost by hiring 2 gifted candidates at the same time.  Select the best candidate. In most cases you're landed with this option. If both candidates are "on an even par", then don't pass the decision on to someone else, go with your gut feel. We could give you numerous statistical testing methods to choose the right person, but at the end of the day they have to be able to do the job and fit in with your team—and only you will know which candidate is best to do this. Your ability to hire the right people will determine your success as a Project Manager. So take your time and use this recruitment process to choose wisely.