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The Gantt Chart and Daily Project Coordination

All project managers have used or at least heard of a Gantt chart. The Gantt chart was created by Henry Gantt around 1910 and still widely used today. It was used in major projects like the Hoover Dam. Henry Gantt designed the Gantt chart to help manage project scheduling and work progress. If you read his book, Work, Wages, and Profits (1916), you will note that Gantt believed it was imperative to communicate daily schedules to key players and by not doing so rendered schedules useless. Gantt thought it was important to be a project coordinator, to coordinate activities, and reduce conflicts. I think this is an important and often overlooked part of being a project manager. We often look at the larger picture and fail to identify “Daily” influences that cause project slowdowns. We should have daily expectations and identify barriers to those expectations each and every day.

Reference:
Gantt, H. L. (1916). Work, wages, and profits. San Diego, California: University of California Libraries.

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Project Driveway Snow

So I got home around 10:30 last night and there already was about four inches of snow on the ground. As I pulled into my garage, I know my truck is packing the snow on the driveway into hard ice. That is nearly impossible to get up. Then I thought…hey this is a job for the Project-team blog. Before I hit the sack I sketched out a rough project plan to start first thing in the morning.

6:00A.M.- emailed the team to begin the day announcing immediate project escalation for driveway snow removal by end of day.

Pete, my lead engineer: The driveway is 25’ x 40’ long and the snow is 6 inches deep. Please determine the cubic feet of snow removal and determine the most cost efficient shovel for the job. Oh, and we may have packed ice under snow. Find a tool for that, too.

John, our labor liaison: Get with Pete and determine the number of man hours needed to remove the snow…will we need one, two…three labor resources to complete on time? Remember, we need the job finished by 5pm today. Please provide estimated labor expense accordingly.

Les, in materials procurement: Please let Pete know if any ice melt is available. Please advise as to whether there are any has mat concerns and what costs are associated with procurement.

To All: I will be on site to assess progress and will be available throughout the morning. The plan is to begin removal by noon…let’s get to work…my wife has Christmas shopping to finish!

9:00AM: received message from Pete. He has located a shovel at Lowes for $15.99 and a tile remover for the ice, $34.99.

Pete: please get a P.O. together and have Dave Johnson and Allison Fields sign off immediately. We need their signatures by 10:30 A.M. because Betty Thomas (CFO) has an 11:00 AM. and is heading straight to the airport for Christmas break. We have to have Betty’s final approval before we can purchase equipment from Lowes.

10:00AM: John sent IM stating we can only get one labor resource because all the others are currently working at 98% capacity. We can only have the one available person from 2-4pm.

10:15AM: Pete: Just ran the numbers and we can have the ice removed utilizing one person in 3.5 hrs.

10:20AM: I replied to Pete…SCOPE CHANGE! I forgot we need to include the front side walk and porch. We are talking an additional 70 square feet! Please get back to me on man hours needed.

10:40AM: Message from Pete: We will need an additional 30 minutes for the sidewalk and porch… almost a 15% increase. I will get with John and see if we can secure additional resources.

11:00AM: Email to Pete…Have you got the P.O. approved…what is your ETA for getting equipment to site?

11:10AM: reply from Pete: We only have Allison’s signature, Dave is out sick. I will need to get Eric Jansen to sign off in place of Dave. Then I still have to catch Betty for her signature…working on it!

11:45 AM: Message from Pete: I have Dave’s signature trying to catch Betty before she leaves the building.

12:20PM: Message from John: I can’t get additional resources. I know we are behind on our project plan, but it looks like we have to go with what we have.

12:27PM: Message from Pete: It looks like I missed Betty, her 11:00 A.M. meeting was cancelled and she took an early flight. Can you get a petty cash disbursement for the equipment? (I don’t know why I didn’t think of that sooner!)

12:30PM: My reply to all:

Project Snow Team,
Due to a minor scope change and lack of funding the snow removal project has been delayed and it looks like I will just have to do it myself. Take the rest of the day off and have a Merry Christmas!

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Project Documents

A project manager has many things to administer…time, scope and cost, to name a few. These items are always considered in the very basics of project planning. It’s second nature.

What about managing all the various documents involved with project planning? Some software will accommodate document management, while many others do not.

It is important to have critical documents available to key resources, or all resources. Standard Time allows you to attach files to tasks. This makes related documents easy to locate and available for viewing when necessary. Many document management companies utilize Standard Time for their time tracking and project management. When considering project planning, make sure you have a solid software system that will help you be more efficient with document management.

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Projects…Time…Projects…No Time

Talk with many PM’s around the world and, no matter the project or project type, properly allocating time and resources is a never ending critical part of the job. Estimates based on the most solid metrics are subject to change and cost overruns. So goes the life of a project manager.
 
What’s surprising is how many PM’s don’t take advantage of the software tools available to them and deployed in their environment. Sure, most PM’s use the resource assignments, task dependencies and many of the software features available, but many do not put the simplest of task items into the software’s calculations such as the estimated task start and end dates.
 
I have seen tons of project plans that include the basics…task hierarchy, resource assignments, and maybe…the tasks start date. Why not use the tasks due/end date too? It takes a few extra seconds to enter and will help better identify resource overload and task delays. Standard Time has a resource allocation chart (pictured below).
 
 
 
 
Standard Time also displays the inverse, Resource Availability (also shown below).
 
 
 
 
I know a good number of PM’s utilize these tools properly, it’s to their advantage. But, many do not. I have seen it a hundred times. Aside from the obvious project idiosyncrasies, why not take a few seconds and save hundreds of minutes?
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Do you like Project Robots?

You just buried your mom and returned from the funeral. You’re a Project Manager on a high profile project for one of the largest tech companies in the world.  It has only been one day since the funeral and you are still raw with emotion.  Now imagine that you get an email informing you that you are not getting a break from the loss of your mom, but in fact, your workload has been increased.  How about a spouse fighting cancer?  Need a little time?  No!  Instead, how about an increased workload?  Sound crazy? Well, imagine no more…these are true stories.  This brings me to an important point.
In talking with a friend of mine with 26+ years of project management experience about Agile vs. Waterfall methods, he said, “You can have all the methods and processes you want but it all comes down to personal relationships and human intervention”.  This gentleman was responsible for one of the largest SAP installations in US history. I was taken aback by the simple answer when he stated another simple cliché, “Take care of your team and your team will take care of you”, which means that they will take care of the project.
The examples given in the beginning of this blog are not meant to say that we shouldn’t be tough or suck it up.  However, besides being in my opinion morally wrong, it is flat bad for business.  Is the man whom just buried his wife still ready to climb that mountain for the team?  Or, is he waiting for the first chance to jump ship?
All too often we pay lip service to our employees, “Let me know if you need any more resources”, while completely ignoring the realities of life.
I guess the bottom line is we can keep on pushing the machine, but what happens when the machine navigator gets ran over?  Does the machine keep going and if so, who is driving…a robot?
Make sure when you ask someone if they need help that you don’t ignore the reality that is staring you right in the face — unless you like robots.

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Scrum Burn-down Charts

In the world of project management there are often disputes over Waterfall vs. Agile methodology.  Most people have a bent or preference and there is plenty of discussion whether Agile can fit within any typical Waterfall project.  However there isn’t much disagreement among Agile proponents on the need for a good SCRUM chart.  Check out the link below from a recent blog posted on PMI.org by Bill Krebs.  Bill has an interesting take on Tracking Burn-down Progress…

http://blogs.pmi.org/blog/voices_on_project_management/2011/04/tracking-burn-down-progress.html

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Economic Downturn Means Project Upturn

It is easy to become victims of the media’s scare tactics and dramatization. It is no longer good enough to simply report facts. The 24/7 news cycle has many news organizations using entertainment to fill air time. It is common knowledge that shock sells. So, we are now inundated with doom and gloom from the ever-present talking heads. Somewhere in between is the truth.

This brings me to a point about projects and the slowing economy. Should we all just stand still and wait to see what happens? Or, like many companies, do we look at this as an opportunity to gain more market share?

Projects evolve for many reasons, but even more common among them, is the understanding that projects will either create a revenue stream, or they will streamline costs which will in-turn add to the bottom line. Yet, for many businesses fear takes hold and many stand pat. If a project will save you money or make money, why stand still?

During the dot-com bust and the days following September 11th similar economic fear gripped our nation. I remember working for a small company that decided to go bold or go home. If the business was going to fail it would do so despite vision and forward thinking. The company grew and was more profitable, while a few of our competitors fell, in part, because they froze.

I believe in being prudent, but I do not believe in giving into fear. If a project makes sense, go for it.  If not, make sure it is not because of fear.

 –Warren

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Bad Decisions Ruin Credibility

It is not easy being perfect, just ask Ed Hochuli, a widely respected NFL referee who blew a huge call last week during the Denver Broncos’ San Diego Chargers football game. You can not miss this guy. He has been a referee for many years and has worked playoffs and Super-bowls. Not to mention his arms are the size of tree trunks and he looks like he should be playing line-backer instead of throwing flags.

Anyhow, the point I am trying to make is that this guy set the standard for NFL ref’s throughout the league. Week after week, game after game, Ed Hochuli was the definition of steady and consistent.  In the world of referees, he was considered the best. Then came last Sunday, one bad call and bam!  Many in the media and fans across the country deriding him as brainless and calling him the worst referee on the planet. 

However, Ed is taking it like a champ. He is facing up to his giants. After receiving hundreds of hate filled e-mails, Ed is personally responding to every single one with a sincere apology.

So, what is the lesson in Project Management? You have got to be on your game and make the right decisions without EVER making a mistake? That’s impossible! But, what we can control is how we respond. People respect someone who takes responsibility for their mistakes. So, own up to it and move on. Only then can your team do the same. 

 

–Warren

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Words Have Meaning…Coach.

I have written in past blogs about Project Management being a lot like coaching. One part of this I want to elaborate on is our words. I can imagine, in the heat of battle, coach Paul “Bear” Bryant would drop a few “f” bombs on a player, get in his face, and challenge him to do more–and to do it better.  That does not fly as well in the corporate world. A football player can rush on the field and translate that aggression into physical action. It works on the field but not so much in a cubicle.

However, in the office, a manager must still learn to pull the right strings and push the right buttons. The best way to do this is by getting to know your team. Use personality profiles, spend time with your employees sharing their interests, and things outside of work. Then, you will have a better feel for who needs a kick in the pants and who needs a pat on the back. NOW GET YOUR TAIL OUT THERE AND MAKE SOMETHING HAPPEN…and do not drop the ball. 

 

 

 

 

 

 

–Warren

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Summertime Slow Down

Call me crazy, but it seems that when summer rolls around work and projects slow down.  So, I say, do nothing. Well, that does not go well with the boss so what is the alternative? There are key people on vacation every other week. Then others are taking off early on Friday to make a three day weekend. Before you know it key decision makers are consistantly out of the loop and major milestones are delayed. So, you dump more work on the “active” members of the project and it slows their work down, or seriously inhibits their quality of work. Either way, it is not pretty. Most managers will tell you to build in a cushion for these types of issues and delays. I say take the summer off.  How about you, any suggestions?

 

-Warren