Month: July 2014

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Project Planning Software – Gantt Charts or Kanban?

By Bryan Barrow

project planningWhen I started out in project management one of my first roles was to produce project plans on behalf of the team. I liked playing around with software packages and since I had never worked with project planning software before, I was more than happy spending time figuring out how to use it.

That was the first time that I’d really started to work with Gantt charting tools. The market has changed in many ways since then. The market is changing again.

Project Planning Software

Kanban tools have emerged from the growth in use of Lean and Six-Sigma. The market for Kanban based project planning software is heating up, with several products now becoming trend-setters. The question for you is: should you follow that trend?

There are three reasons why you should think very carefully before making a move away from using Gantt charts if you run a significant number of projects in your organisation.

#1 Scenario Planing, Forecasting, Trend Analysis

The first reason is scenario planning, forecasting and the ability to analyse trends. The real power of project planning software comes from its modelling ability. It is a power that for the past 20 years has been under-exploited.

Three key features of traditional tools are:

  • “What-if” scenario planning
  • Baselining
  • Earned Value

These are standard features for most traditional planning tools; we still need them.

#2 Dependency Management

The second reason is dependency management. Your projects are now more likely to be delivered in partnership with third parties than ever before. As a result your project is more likely now to need good dependency management than ever before, especially if there is a commercial or contractual impact. Few projects use software to map and manage dependencies. This is likely to get worse with a move to Kanban, not better.

#3 Resource Management

The third reason is the ability to plan and manage resources. Resource planning and management is the number one problem for many organisations. The delays caused by resource bottlenecks can be better managed only when you are able to see all the resource demands across your entire resource pool.

Part of the solution is for organisations to be more aggressive in chopping out projects that are not viable, but the other part is in better resource management. Tools which allow you to visualise and manage resources across your entire portfolio is the answer, not visual tools.

Why you need project software training, not new tools

The one thing that underpins effective use of project management software is training. Yet it is not unusual for someone to be given access to some software but no training to go along with it. As the use of Agile methods grows in the IT community the role of the project management specialist is going to decline and with it we will see a reduction in the number of people who have more advanced planning skills.

People are even less likely to receive training in project management software if it’s seen as something that a team of people can do by updating a wall chart or an online Kanban tool, but there’s a world of difference between a group of people independently updating a centralised tool and a specialist independently interpreting the results, assessing whether the project is on track and directing actions based on the results.

So if you’re thinking about swapping from using a planning tool that uses Gantt charts towards a Kanban-based project planning tool, think again. You may be surprised at what you’re already missing.

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About the author: Project leadership expert Bryan Barrow works with Project Management Office (PMO) Managers, Project Directors and organisations that need to deliver more of their projects on time and within budget, so that they achieve their strategic objectives. Barrow is the author of The Project Planning Workshop Handbook: How to Plan Your Next Project so it Gets Delivered.

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Project Management Life Cycle – Why We Need To Think Beyond Waterfall Versus Agile

By Bryan Burrow

Waterfall versus AgileOften when there is a discussion about project management life cycles, it quickly and inevitably comes down to talk about “Waterfall versus Agile”. That’s a real concern, because the selection of project life cycle is a crucial one. Let me explain why I believe that the over-promotion of “Agile” by comparing it with Waterfall is not just wrong, it can positively be dangerous.

When people talk about “Agile versus Waterfall” they mostly mean “Iterative versus step-by-step”, which is not quite the same thing.

When they talk about Waterfall and its disadvantages when compared to Agile, the concern is about the “one-step-at-a-time”, linear nature of the Waterfall approach. What they often don’t know, is that there are other life cycle models besides these two. There is no “one-size-fits-all” approach.

There are circumstances where a Waterfall approach may be the right approach for you.

The main drawback with Waterfall is that a change in requirements midway through the project means going back to square one. However, there are times when you may want, or even need, to impose such a level of control over all or part of your project.

Agile Methods

The most common Agile method is Scrum, but it’s not the only one. There are other Agile methods, including Crystal Clear, Extreme Programming, Feature Driven Development and Test Driven Development. Your choice of Agile approach should depend on your circumstances.

Any Agile approach is pretty much dependent on giving users autonomy and the freedom to design what they believe is right. If your organisation can’t provide that freedom, under the direction of a product champion or key user, then none of these approaches are likely to deliver the results you want.

Agile does not eliminate the need for Analysts or Designers. With the advent of Agile methods some people have questioned the need for Business Analysts, Systems Analysts and Designers. The switch away from more formal methods doesn’t replace the need for Analysts or Designers; it just changes how they do their job.

Agile is a software development method, not a project management method.

Agile as a Long Term Strategy

If think you can use Agile safely for your entire project you’re in for a very rude awakening, especially if you’re running a project that:

  • involves a mix of software, hardware and services
  • requires procurement of third party products and services or
  • involves multiple suppliers where they are using different project methods.

If you’re new to Agile and think you’ll master it in one go, you’re wrong.

You should think about developing your organisation’s capability to use an Agile approach as a long term strategy. It is not a quick fix. Plan for your migration to a more Agile approach.

Tips for Agile

So, if you are intent on using Agile, what should you do? If you are planning to use Agile, here are five tips that will help you to do so safely:

#1:     Decide whether you’re ready to use Agile at all.

#2:     Develop your Agile adoption strategy.

#3:     Decide which parts of your project could best benefit from an Agile approach.

#4:     Start small.

#5:     Review and improve.

So the next time the subject of Project Management Lifecycle comes up in conversation, you’ll know that there is more to life, and to the success of your project, than Agile versus Waterfall.

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About the Author: Bryan Barrow works with Project Management Office (PMO) Managers, Project Directors and organisations that need to deliver more of their projects on time and within budget, so that they achieve their strategic objectives. Bryan’s new Guide to organising and planning project kick off workshops is now available. Visit bryanbarrow.com for more information.

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10 Characteristics of a Good Project Manager – Infographic

Much information exists about the qualities and skills you look for in a good project manager. Allowing for the fact that a different combination of skills would apply for different projects in different industries, I think the Infographic below provides a good summary of the typical characteristics you will find in a good project manager with a dose of humour. Remember that the consistent application of good project management skills will help you grow as a professional.

Let us know in the comments if you agree. Add more characteristics you believe good project managers should have.

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Project Management: 5 Metrics to Measure Project Success

By Maricel Rivera

project success metricsSuccess isn’t absolute. At the fundamental level, project success is difficult to define. According to Computer World, the usual group of project stakeholders – project manager, team members, sponsor, end users and top management – may give the project very different success ratings at any given point in time.

The triangle of time, scope and budget is just the starting point for project managers, as hurdling through the triple constraint is expected for the project’s output to be a success.

Then, there’s the fact that project success goes beyond just the output. As stated by the PMI, “Based on today’s project environments, project managers need to broaden their perspective to include other criteria to satisfy stakeholders and deliver business results.”

How to measure project success

Here are five project success metrics to consider.

#1 Client satisfaction

The project’s end result may squarely fit within the designated time, budget and scope requirements, but is the client happy? Clients, sometimes, cannot eloquently explain what they want, and it is up to the project manager to figure things out. Does the project pave the way to more future partnerships? If not, is the client willing to put his reputation on the line and recommend your company to his peers and colleagues?

#2 Quality of delivery

A project may elicit results the client absolutely loves, but if the people involved in its execution had to go through endless clarification stages and endure unnecessary headaches while working their way to completion, the project may not necessarily be a success. Knowing how team members feel about the overall project can prompt project managers to devise ways to better communicate and define future delivery objectives.

#3 User adoption

A software application as an end product can only be successful if the intended end users actually use it, and use it often. Aside from usage frequency, other questions to ask can include:

  • Is the software user-friendly and easy to navigate?
  • How is the learning curve?
  • Does it address prior user challenges?
  • Overall, is the product an enabler or a nuisance?

#4 Value realization

Apart from satisfying the needs of its clients, a company must also realize its business goals, such as ROI (rate of return), NPV (net present value), among others, for every project it takes on. Shorter time-to-market and faster project delivery benefits not just the client but the business as well, in that this ultimately leads to cost efficiency and more time to take on more projects.

#5 Lessons learned

For every project, successful or otherwise, there are lessons to be learned. While failure is oftentimes seen as a better teacher than success, two important factors to look into when evaluating the success of a project are:

  • Is the project instrumental to increasing the knowledge of its stakeholders?
  • Does it better prepare the company for future endeavors?

Conclusion

Keep in mind, to ensure success above and beyond the output, project and business objectives must be aligned. The above are just five measures to look into when evaluating the success of your projects. What other measures would you like to add? Please add your thoughts in the comments section.

 

About the Author: Maricel Rivera writes content for Comindware, the company behind Comindware Project, a state-of-the-art project management solution providing unique automated scheduling and unmatched collaboration capabilities for professional project execution.

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Tips for Passing your PMP Exam

By Scott Coonrod and Cornelius Fichtner

Do you have as a personal or career goal to obtain your Project Management Professional (PMP)® Certification? Are you wondering about what materials might be the most helpful in studying and where is a good place to start?

If you are interested in the experiences and insights of those who have been there and who have recently passed the PMP Exam, there’s a forum you need to explore on The PM PrepCast website. There are comments from individuals like you who are full of questions and concerns, and looking for a place with information and answers. They also share tips and information concerning their study methods and experiences taking the PMP Exam.

Here are some tips and lessons learned from Scott Coonrod soon after he obtained his PMP certification.

Tips and Lessons learned when preparing for the PMP Exam

  1. Find others who are also studying to obtain their PMP Certification and review key items in the PMBOK® Guide together. Studying with others is a great support system during the exam preparation process.
  2. Go through The PM PrepCast lessons and take notes on the material being presented. Even if you do not go back and refer to the notes later they will serve as a good method for retaining the material.
  3. Take the quizzes after each PM PrepCast Lesson. If you feel as if you missed too many answers, you can always go back and listen to the presentation again or review the notes you had taken.
  4. Answer many, many, many practice questions. The study guide mentioned below comes with a CD with two 200 question sample exams and an option to obtain a third sample exam.
  5. Download free PMP Exam question apps. The great thing about these apps is that many have 25-50 questions each that you can answer whenever you have a free moment.
  6. As you are nearing your PMP Exam date create a data dump sheet with key formulas, definitions, and other items you want to make sure you remember for exam day. Practice recreating it; because that is what you are going to need to do on your exam day.

Tips and Lessons Learned related to PMP Exam study materials

  1. Read the most current version of The PMBOK® Guide together with others who are also looking to pass the PMP Exam if possible.
  2. Include additional study materials like the PMP Prepcast from Cornelius Fichtner, an exam prep video workshop; the “Project Management Professional Study Guide (Fourth Edition)” by Joseph Phillips. This study guide provides you an interactive quiz that indicates not only ‘if’ you answered correctly or incorrectly, but also ‘why’ the answer was correct or incorrect, as you answer each question. Also consider the PMP Exam Prep System from Rita Mulcahy.

Tips and Lessons Learned related to taking the PMP Exam

  1. Know where your exam site is. Allow for plenty of time to get to the Prometric Test Center without causing yourself unnecessary additional stress.
  2. Remember to have your two forms of identification because you will need to prove who you are in order to take the exam.
  3. Do not bring too much stuff with you. You will have to lock everything up because you can’t take anything into the exam room with you.
  4. If you are nervous about taking a computer based exam, don’t worry because there is an optional 15 minute tutorial at the beginning of the exam that does not count toward your PMP Exam time. If you are comfortable taking a computer based exam, use this time to recreate your data dump.
  5. If you start to feel nervous or overwhelmed, take a few deep breaths, tell yourself “you’ve got this”, and keep going.
  6. Answer all of the questions you know and mark those you don’t for follow up. Some questions/answers later in the exam may help you answer those you had marked.

These are just a few examples of the PMP Exam related lessons learned and other tips offered in The PM PrepCast Forum.

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Project Management Software: How to manage Project Issues better?

By Sharon Thomson

project issuesDuring project execution there are typically a number of issues that need to be resolved. It is important to involve like-minded individuals who can share their knowledge and experience and provide valuable inputs for a breakthrough in resolving an issue.

Why is there a need to hold a discussion over an issue?

An issue that is creating a problem for the project needs an in depth understanding and analysis. Some issues are too complex to come up with an easy solution. Some issues are specific to individuals working in a particular department like marketing, procurement, etc.
For example, a marketing project that is launching a new product into the market require input from people who have the experience in the marketing field to resolve issues. These type of issues need to be addressed fast enough, so as not to delay the implementation of a project.

With many modern day projects having virtual teams who are distributed geographically, it poses a challenge as to how to bring them together on the same platform in order to have a discussion accurately and timely.

Technology comes to the rescue here. Project management systems are specifically designed to enable team members to collaborate over a common issue instantly and spontaneously. The centralized structure of a project management system allows a project issue to be discussed actively by the project members and in a fool-proof manner.

A project management tool allows people to be looped into the project. They can receive email notifications about their expected role in a project and how they can contribute to the project. They can express their willingness to join a project through email. Once their reply is received, they get connected to the project automatically and can start contributing to the discussions. Since certain stakeholders will only participate to help resolve project issues, their security access will be limited. The discussions feature promotes communication amongst small teams comprising of some selected members who are involved in discussions over an issue.

Project discussions can be categorised into two types. The first category is where every member of a project is involved and the other category is where only a few selective and knowledgeable individuals can participate. By applying this structure overloading of shared information can be avoided. Any type of discussion can be initiated depending on the need, scope and sensitivity of the issue.

The facilitation of issue discussions is done effectively by a project management system like ProofHub allowing users to deal with issues faster, contributing to a successful execution of a project.

About the Author:
Sharon Thomson is an author who likes to write on themes and issues related to project management. Through her write-ups she provides tips and suggestions for businesses, so they can better manage their projects and duly achieve their business objectives.

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