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PMO | Why You. Need a Project Plan12/31/2000 If you want to succeed efficiently on your projects, a project plan should be your best friend. A project plan can start from a simple deadline to a detailed work breakdown detailing when, who, and how for each step. In addition to the usual values that project plans that keep things on track, it also satisfied participants. Customers appreciate this because it makes operations transparent, and you are committed to keeping promises, making them feel more informed and involved. Technical partners also benefit, as the plan helps them know when and how they need to contribute, simplifying their tasks. Developers are happier because it allows you to stay focused and encounter fewer disruptions and less stress.
Take time to plan, use it to prepare, and reflect on the actions. Use the Planning to
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PMO | Cheering Up Your Team12/24/2000 Happy life and happy work should always be part of the leaders' objectives. Life is short. Everyone in the team should feel satisfied within the group who cares about each other and share the joy of team accomplishments. We share some tweaks to make this happen in your team.
Many professions demonstrate their professionalism through their uniform, such as firefighters, police officers, soldiers, chefs, pilots, and flight attendants. Professionalism entails extensive training to qualify for their roles, and we should respect their specialized knowledge and expertise.
Although project managers do not have a specific uniform, it's crucial to differentiate themselves through actions. This is extremely important because many people question the professionalism of project managers, assuming that the role is solely about communication and follow-ups. How can project management's professionalism be showcased through actions? Here are some examples:
Change managers have to accept reality: people don’t like change. When people consciously ignore problems, it is called the willful blindness phenomenon. The reasons for such behavior come from avoiding conflict, the anxiety of violating social norms, and the fear of uncertainty. Editor's Notes: The book, Willful Blindness: Why We Ignore the Obvious at Our Peril (2011) explains willful blindness as a psychological phenomenon and inspires us to gain the courage to make a change. The related TED talk is worth watching. PMO | How to Set Priorities12/3/2000  Project managers need to master setting priorities because constant trade-offs have to be made. During project management, prioritizing project tasks starts with setting a realistic goal, understanding the relationship between assignments, and then choosing what to do, not do, and how much a task needs to be done.
Set realistic goals. We can't prioritize our tasks if our goal is not clear or unrealistic. Therefore, the first step is to fully understand the project and organization objectives and plan accordingly. Understand the relationship between assignments. If there is a dependency between tasks, they can't be prioritized but executed in order. An example of a task flow is shown in the arrow diagram. We can prioritize at points A and B. At Point A, we decide if we do B or C first. At Point B, we determine if we do E or F first. The decision needs to be made based on overall the effort and the overall workflow. What to do is about taking the crucial tasks first. This means you will not merely do firefighting jobs but put energy into strategic ones that require attention and tremendous efforts to do them right. What not to do is stay focused. We recommend no more than three priorities at the same time. You will not do it if the high-priority tasks require all the attention. You will not do this if your team is not ready to take the challenge from emotional and skill readiness. How much effort on a task is about avoiding perfectionism—getting things done well enough. You have to balance quality, time, and cost anyway. Prioritization is more an art than a science; we want to balance objectives, resources, and time. |