A project plan should be an output from defining all aspects of the project.  It is important for project plans (e.g. gantt charts) to be issued along with descriptions of these aspects, to place the plan in a context.  This is vital for effective stakeholder management, to ensure project plans are not misconstrued and or false expectations set. 

The project context relates to the ‘conditions for delivery’, for example: 

• The Project Approach/Strategy: The specific approach is being adopted to deliver the project
  
• The Constraints: The restrictions, conditions or boundaries within which the project must function, e.g. resources, timelines, financials, limitations around approach and scope
  
• The Assumptions: What is being taken for granted or something believed to be true
  
• The Required Resource Profile: The resources required to succeed 
  
• The Project Dependencies: What is the project dependent upon to succeed
  
• The Key Risks: The Risks that threatens achieving the project objectives and any mitigating actions
• The Contingency & Tolerance: The levels of contingency & tolerance within the plan (e.g. resources, timelines, financials)

The following is suggested text to accompany the project plan e.g. in the plan’s footer, to caveat the plan and mitigate false expectations

Feel free to use the quote below to caveat your plan altering the text as appropriate: 

This project plan is a view of the projected timeline based upon a project approach, the constraints, the assumptions, the required resources, project dependencies and the risk profile.
 

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Click to download Great Podcast - Preparing for a Project Board Meeting.mp3

Formal Project Reviews, Project Board & Steering Group meetings all provide a ‘shop window’ into the status of your project. 
They are an opportunity to:

• Gain key decisions, for appropriate escalation of issues and strategic steer
• Effectively manage sponsors and stakeholders
• Manage your personal profile (and your teams profile)
• Boost people’s confidence in your capabilities and judgment 
   

Get them right and you will feel Great and perceived as a Great project manager.   
 
Get them wrong and your confidence can be undermined, additional work created, and great opportunities can be missed.  This podcast outlines the importance of preparing for these meetings with some great tips that will benefit you, your project and your sponsors & stakeholders. 

The Podcast has the following take home messages; 

1. No Surprises.  Warm up board members prior to the meeting, e.g., issues
2. Know you subject.  Understand the project topics
3. Gather your thoughts prior to the meeting and be confident
4. Prepare any requests for support prior to the meetings
5. Ensure appropriate scheduling for the meeting (e.g. avoid lunch periods & late afternoons)
6. Have a project file and key facts with you (scope, budget, status, costs to date, key risks etc)
7. Issues are escalated with solutions/recommendations.
8. Do your homework to pitch the communication appropriately (written & verbal)
9. Be clear about the objectives for the meeting (use an agenda and appropriate media to steer the meeting)
10. Attendee status – be clear about quorum

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We are proud to announce the launch of the Great Project Management Online Store.

You will find a selection of quality resources, which you can purchase now using Paypal or Credit Card including premium MP3s (with worksheets), coaching, books and software.

We have carefully selected these products to provide you with a one-stop-shop for your Project Management resources.

Visit the Great Project Management Store Today!

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Tons of free information on Project, Program and Portfolio Management along with Microsoft Project, Microsoft Project Server, PMO’s and the PMP. Website features include a Research Center with over 3000 articles, an Event Calendar with the most comprehensive list of project management events found anywhere, a simple monthly newsletter and many More unique features. Darren & Tristan Great Project Management

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The article below was kindly provided by an anonymous Great Project Management regular visitor and we wanted to share it with you all. It is definitely worth reflecting on!

Darren & Tristan

————

More and more in today’s environment Project Managers are being judged on how well they operate within, and adhere, to standard practices and disciplines. This is all very well, but let us stand back and think for a moment.

If I were to challenge any one of you to think of someone you respect, who consistently delivers projects on time, who always gets called on when things get tough. I am sure that you could name that person without knowing how well they work within the practices and disciplines of your company.

Why is that?

I suggest it is because what you can see is the skills they have and the attitudes and behaviour they display and I would imagine the person you picked will excel in the following areas :-

• Leadership
• Communication
• Tenacity
• Focus
• Motivation
• Inspiration
• Action
• Energy

Compare that list with project managers that are being measured against : -

• Methodology
• Process
• Project Plans
• Reporting
• Project meetings
• Software skills

How do we improve our standing as a project manager, yes of course the things in the second list need to be in place, but they are tools of the trade and do not necessarily make a good project manager. What we need to develop is good project leadership not simple the ability to follow a set of project management guidelines. Take ownership, lead the project, do not simply be a reporter of how the project is progressing and let the project end up controlling you.

Success boils down to the character and talent of the person leading the project over and above the mechanisms used to deliver the project.

This mismatch between what so many people believe to be important and what really works continues when recruiting. Too many times the advertisement asks for project managers with specific technical experience, who have consistently delivered quality systems, who really understand processes and often now, they must be accredited e.g. Prince2 within the UK.

When recruiting would it not be better to look for

• Scars
  • What is the biggest mistake they have made, if they say none well sorry but I suspect they are not who you are looking for
• Communication
  • Forget the project, how do they come across as an individual, are they looking directly at you when they speak, are they confident, have they truly heard what you have said and responded appropriately, is their head high?
• Challenging Thinkers
  • Never mind we do it that way because that’s the way it has always been done, you need the person who finds ways of improving on existing processes, even better sometimes, the person who turns them on their head.

It is a universal truth that project managers will always get the blame when a project fails, no matter what excuses there are and how unfair it seems. Let’s turn this round be becoming leaders instead of managers and by taking control and the responsibility to do what needs to be done to ensure the project gets delivered.

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Click to download Great Podcast - Take Responsibility Do Not Be A Victim.mp3

Sponsors expect Project and Programme managers to overcome project constraints and blockers (project challenges). Being a victim of these challenges will likely lead to failure. To reference the blockers, for example, as reasons for failure is not adding value as a manager. Conversely taking responsibility for overcoming challenges creates the best opportunity for success.

It is important to overcome project constraints and blockers throughout the project. Not only to succeed but also to make sure sponsors have confidence and faith in the manager as well as the project team’s ability.

This podcast includes the following points:

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Click here to download Influencing Styles MP3

It is necessary to influence a wide range of project members and stakeholders in your role as Project Manager. Many of us default to a particular influencing style and fail to exploit other styles effectively. This fifteen minute podcast explores eight different influencing styles, provides examples of their use and gives you some great tips. The influencing styles covered include:

• Authoritative
• Making a deal
• Force
• Emotional
• Passive
• Using Allies
• Ask for a favour
• Coaching style

Here are the three take home messages: 

1. Adjust styles to suit the person you are influencing (it’s all about balance)

2. Be conscious of your default style and don’t let it dominate

3. Get training/support to grow styles that you need to develop

Darren & Tristan (Great Project Management)

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Click to download Great Podcast #21 - Issue Management

Project Issues are inevitable and effective Issue Management is crucial to Project Success.    This podcast provides some great tips and insight into managing issues effectively.  Providing the best opportunity to ensure issues do not derail the project end goals.  

There are numerous definitions and concepts around defining ‘issue management’ and what ‘issues’ are, all with their merits.  One useful concept GPM adopts is; 

‘An Issue is a gap between the project reality and stakeholder expectations.  Issue management is the process used to close this gap’.

• Best Case: Bring reality back inline with the expectations
• Worst Case: Alter expectations with the least the impact      

The podcast includes the following take homes:        

• Define a management strategy for each issue. 
• Define & track action plans. Ensure there are owners and manage stakeholders    
• Be calm, keep objective, stick to the facts and take a helicopter view
• Define & agree the success/resolution criteria
• Keep to a process of, analysis – strategy – action plan – execution /evaluation
• Gain approval for the issue approach and adopt change management processes for project impact
• Capture lessons learned and act upon these.  Update risk registers, plans and feedback to colleagues as necessary 

Tristan & Darren (Great Project Management)

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Click to download “Getting Into Project Management” MP3

This podcast is all about how you can get yourself into a Project Management role. It contains a stack of useful tips and techniques to help you make a career transition into Project Management. If you are already a Project Manager and you know somebody who wants to get started in the profession please forward this to them.

Here are the take home messages:

1. Demonstrate a passion for the role
2. Believe you will get there
3. Set a deadline and create a plan for your transition
4. Build a support network
5. Get a Project Management qualification

Darren & Tristan (Great Project Management)

Click to learn about our Project Management coaching services

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I know that this isn’t specifically related to Project Management, but I wanted to tell you all about a great new software product called Life Aligner Lite. I have just launched it and I am giving it away free this month. It is a clever PC-based application that enables you to get your priorities in order and manage all of your goals and actions (business and personal). Use it on a regular basis and you will see a significant improvement in the results you are getting.

If you would like to obtain your free copy of this product please visit www.greatgoalsetting.com where you will find a product demonstration video and further information. Download it this month and also receive free training videos, eBook and coaching session worth over £100 ($100 USD) in total*. No catches.

Note that Life Aligner Lite is free for a limited period of time whilst the word spreads so please visit the web site and download it soon if you would like the free version.

I hope you benefit from using this product and please spread the word!
Thank you, Darren

www.greatgoalsetting.com

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