The Key Elements to Managing Projects the Virtual Way

It is not enough to manage projects virtually, but to properly apply e-project management processes that result in less development time but with improved quality. This is about value and not just cutting costs, after all.

Advancements in telecommunication are among the key movers of offshore outsourcing. Without it, back-office operations and application development outsourcing will not be as successful as they are today.  Better infrastructure has allowed for richer applications and cheaper communication that enable businesses and their outsourcing partners to manage people and projects efficiently from different time zones.

Adopting virtualization in managing project offers great competitive advantage to companies and offshore project teams. However, with the increasingly virtualized tech industry, it is not enough to manage projects virtually, but to properly apply e-project management processes that result in less development time but with improved quality. Remember that this is about value and not just cutting costs, after all.

To make a successful adoption of virtualization, a few key elements are involved.

Infrastructure – Both client and vendor must set up the infrastructure that can support virtualization efforts, particularly when the project at hand involves sensitive information.  Both parties need the hardware and software to host VoIP calls, and in many cases, virtual private networks (VPN).  At the start of the project, prioritize the acquisition of hardware, software, and bandwidth to support collaborative and communication efforts.

Communication Plans – Much of the success of adopting virtualization in depends heavily on communication.  On-shore project members do not have the advantages of following up colleagues whenever they want or in person. Delivery teams, on the other hand, do not have the luxury of clarifying project details immediately. In this regard, it is best to set up communication plans that define identify proper channels and approaches. Are there available people on the other end of the communication line? When should the team use virtual meetings? Is e-mail enough to update one another about the project status? Who will project members ask about issues—specific persons or entire teams? Experts agree that it is better to err on the side of over-communication.

Control and Evaluation – On top of delivering results at a time when they are expected to, offshore project teams should report plans for manpower allocations and utilization, risks and issues, and milestones.  By having these details, project teams—no matter where they are in the world—can evaluate project status and control risks. This also involves a single control system that allows for an easy generation and consolidation of data.  At the end of every period—typically weekly or monthly—such data can be measured to evaluate the success of the project in terms of quality of work, manpower and financial investment, and the lessons learned from the venture.

Collaboration Tools – A repository accessible to every member of the delivery team should be put in place. Do not rely merely on multiple copies of outputs stored in individual folders. Versioning and project management software, such as SharePoint or Perforce, allow project team members to work on single source copies of outputs, as well as archiving, checking out and backtracking of works.

By ExecutiveBrief: http://www.executivebrief.com

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

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

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

PM aide during the day – the power nap :)

Hello,

I’m a project manager for Hewlett-Packard and enjoy my profession.  A power nap doesn’t apply to all, as there’s some people who can’t get to sleep for awhile … maybe to tense or tight … then there are some of us … who work from home … didn’t sleep so well the night prior and sometime during the day are tapped … so I recommend – “The Power Nap” … which for me these days is about 10 – 15 minutes and then I’m good for another 2 hours at least … one can set the alarm on your cell phone {make sure it’s on the standard setting, not vibrate} and enjoy … I find I’m totally refreshed and can really be productive on the next challenge, as opposed to trying to push my way through and aren’t as effective as a moment will provide … and for those working in an office … I guess there’s always the jaunt out to the car for that quiet moment …

I used to drink coffee to muscle through those moments but 15 – 20 cups a day makes me jittery by the end of the day.  🙂

Hope this helps and … may your journey as a PM be an enjoyable one.

God bless.

Cheers,

Bill

DCAA Compliant Projects

Are your projects DCAA (Defence Contract Audit Agency) compliant? Maybe you have never heard of this term or perhaps you have never worked with a government contract. In any case, for many people it is highly likely that some day you will. 

Becoming DCAA compliant can be a daunting task. It requires some very general rules on some items and is very specific in most areas. There are guidelines on how to submit proposals, how to track work on those proposals, and it even mandates internal procedures to comply with the DCAA’s rules and regulations. It is so steeped in red tape that there are nearly 100 classes offered on DCAA compliance training. I would not dare bore you with all of the details here, but it is worth noting that consultants/accountants are available who specialize in this field. However, be warned, they are not cheap. 

In addition, there are time keeping/project management tools available like Standard Time that support project efforts to become DCAA compliant. There is a sizable market in government contracting and a nice cottage industry for consultants that specialize in government contracts.  The moral of this blog is take advantage of the expertise available to avoid having to sit through 70-80 classes on DCAA compliance.

–Warren

Overdraft Protection For Project Management

Many banks offer overdraft protection for their customer’s checking accounts. It could be for an attached savings account, a small line of credit, or another mechanism designed to cover any over-runs on your checking account. After all, mistakes happen. This is a little insurance policy you may never use, but it is better than paying large overdraft fees.

So, why on earth are we talking about this in a project management blog?

Well, it is simple. Do you have any protection against project budget over-runs?  Any last line of defense?

A main part of a Project Managers’ job is to successfully finish a project on time and under budget. With all of the variables involved, that is a tough proposition! For help with cost over-runs you may consider a tool like Standard Time®. Standard Time contains an automated feature that sends warning e-mails when a task or project is nearing the intended limit. In addition to the warnings, a Project Manager can set a “no pass” limit that will prevent an overrun or an allowance, but only if the Project Manager/Administrator allows it.

Task Warnings in Standard Time®

Nothing is fail safe. However, Standard Time is one tool that identifies impending problems and may be the extra nuance that keeps your projects on track.

–Warren

Advice: Develop Products for the 98%

Here’s some project management advice: And I’m going to complain a bit…  Hope you don’t mind.  🙂  I notice user interface design – especially in software products.  I notice menu placements, dialog box layout, screen widgets, and everything else.  And there’s one thing that always bothers me.

    Complex products seemingly designed for 2% of the intended users – %*^$*#

Developers fall into a common trap: adding too many menus and screen gadgets.  Here’s how it happens…  Sales managers, product managers, and CEO’s all want products to do something new.  Something big and flashy.  Something they can sell.  So, they call down to the developer’s cubes to make it happen.  And it does!  Unfortunately, so do dozens of other feature requests.

Developers often don’t know how to bury the obscure features and highlight the common stuff.  Everything is given equal weighting in the user interface.  That’s okay until you have a hundred big features.  And then everything runs together.  Users see so much stuff, they can no longer gear the product to their own purposes.  It takes a Masters degree to figure it all out.

A better approach is to develop the product for the 98% of customers who will use it.  In other words, MAKE IT SIMPLE!  Bury the features intended for the other 2%.  That doesn’t mean you’ll only bury 2% of the menus and dialogs because normally about 50% of the product falls into the “obscure” category.  Bury all that, and explain it to the 2% who need it.

 

–ray

Advice: Create Layered Products

Project management advice: Create layered products that allow you to release new updates once a month.

 

I was originally planning to title this post ‘Create foundational products’ and then I quickly realized that the foundation is only the first layer of this strategy.  I’m advocating short, quick releases, in layers.

I’ve found that big, monolithic product releases have several downsides.  They are often riddled with bugs and usability issues, and sometimes require several slipstream releases to resolve all the bad stuff.  Developers bite off more than they can chew, and the product becomes so complex that complete testing is not possible.

Small, frequent releases solve this problem.  With each release, you have the opportunity to fix prior bugs and advance the grand design a little further.  True, you can’t toss out your ‘take over the world’ design in one giant release, but given some patience, you’ll get there.  And the product will be a lot more solid when you finally reach that point.

Start with a simple foundation.  It probably won’t have all the features customers are screaming for, but it gets you started.  Follow up with several small releases that fill in the gap.  Listen to beta users and customers, and build the grand design with their input.  Trust me, you’ll be a lot better off in the end.

 

–newshirt

Advice: Track Project Time

Project management advice: Track your project time.

Organizations perform projects for a lot of reasons.  Consulting companies perform the same projects (often with small changes) for every customer.  Manufacturing and engineering companies build things, requiring complex engineering projects.  Government organizations perform IT and data processing projects.  Every one of these can benefit from tracking project time.

Whether you use a timesheet or computer-based timer, tracking your time provides several advantages.  Some managers have no real idea how long their projects take.  They have a gut-feeling, but no hard numbers.  And trusting your gut only works when steeped in actual numbers from the field.

No more guessing
WIth actual numbers behind you, there’s no need to guess.  You have the hard facts, and they cannot be disputed.

Accurate finish dates
Assuming you have have performed a similar project in the past, setting a finish date will be a no-brainer.  You’ll have details to back up your outrageously long schedules.

Concise records
This is crucial for consulting companies.  Client billing depends on accurate numbers to back up your invoices.  But manufacturing and engineering groups also need good records to back up their project cycles.  In the end, clients and managers want to know what you have been up to.

 

–ray