Posted on

Three Reasons to Track Project Time

Time tracking, for the purposes of project management, is an overhead some companies are not willing to undertake.  (Read this as an exploitable mistake!)  We all know that some level of administrative overhead is necessary to maintain a healthy organization.  And some level of process or methodology is also necessary.  In this article, I’m suggesting that time tracking should be part of that process.

There are three primary reasons to track project time that apply to all organizations.  It matters nothing whether your company is a consultancy, manufacturer, government agency, non-profit, or otherwise.  Time tracking is valuable to all.  Here are the top three reasons to track project time.   1) Reduce budget overruns, 2) Prioritize projects, and 3) Learn your own business.

I’ll discuss these three project tracking benefits in detail.  Feel free to skip to the ones that interest you most.

1) Reduce Budget Overruns
Human beings are curiously bad with two things: time and money.  A huge number of cottage industries are built around helping people manage time and money.  Why?  Because almost every one of us does it badly.  Admit it… your bank account scrapes bottom almost every month.  And you’re late for at least one event per month.  That’s so easy to predict, I don’t even have to know you to feel confident in its reach.  Everyone suffers from the same poor time and financial accounting.

Unfortunately, we carry those same poor principles into our work life.  I’ll venture to guess that your boss, and his boss above him, is also a poor manager of his personal time and money.  Just because he’s a boss, doesn’t mean he’s any better at time management, or money management, than you are.  We’re all crap.

But if you’ll just subject yourself to a little time tracking discipline, you can avert the most common budget overruns.  It’s the low-hanging fruit you’ve heard so much about.  Just track the time you spend.  That time translates into salaries.  Now you know the project cost.  Don’t spend more than you take in.  Simple.

I know a great time tracking product for this.  It’s named Standard Time.  Click here for Timesheet and Time Tracking Software.  You can install this on everyone’s workstations, and start tracking project time.
You’ll see why it’s important in the next two reasons to track time.

2) Prioritize Projects
Instinctively, you know which projects are strategically important to your company.  You know which ones represent a strategic investment that will pay off big-time in the future.  Even the lowest employee knows that.  (Although it’s the company executives that should enforce the participation in such projects.)  So, are they doing that?  Are you doing that?  (Hint: if you’re a low or mid-level manager, here’s your chance to advance:  Talk “strategic projects” at every meeting.)

“Secondary projects” are nice to do when you’ve got time and money to burn.  Have you got time and money to burn?  If not, you must focus on the strategic projects.  They’re the only ones that make money and keep people employed.  And how, exactly, do you do that?  You track time to them!

Collect all your hours for every project you work on, and then run a report that shows you which projects are getting the most time.  You might be surprised!  Even better, categorized your projects as “strategic” and “non-strategic” and run the report again.  Which category is getting the most time?  Are you surprised yet?

If you’ve already downloaded Standard Time (see link above), you can get all these reports for free.

3) Learn Your Own Business
Last thing: learn your own business (LYOB).  It takes 2 -3 years to really learn a business.  You may have a good guess within your first six months of employment, but you won’t truly know it for another two years!  Tracking your project time chops a year off that.  Here’s why:

When you track time to company projects, you learn what makes them efficient, and what makes them inefficient.  You learn the gritty details because you see everything that goes into the work you do.  My advice: pour over the descriptions in every time log entered by every employee.  Submit yourself to the excruciating pain of studying these details.  You’ll perfectly hate it!

But even as you hate it, you’ll love it.  You’ll become an expert on your business and will soon have the information you need to make improvements.  Time tracking provides the information you need.

Best Time Tracking Program

Posted on

Task Drivers

Microsoft Project as a simple method to find out which tasks are driving the ‘Start Date’ for a selected task. These are called “Task Drivers.” In other words, predecessor tasks that affect successor tasks.

Here’s how to find the task driver for a selected task:
    1. Click on any task that has predecessors
    2. Click in the “Track” menu button in the tool bar
    3. Choose “See what is driving the start date of a task”
    4. A panel appears at the left, showing the tasks that drive the selected on

 

 

Here, you can see that “Task 1a” drives “Task 2”, even though “Task 1b” is also a predecessor.  Task 1a is a “Task Driver” to Task 2.

Posted on

Give it to a busy person

Here’s an old saying, “If you want something done, give it to a busy person.”  There is a particular commonality among busy people: they complete an astonishing number of tasks each day.

Busy people feel they have to complete each and every task given to them.  Plus, they feel they need to do every one of them well.  Nothing is half-baked.  No detail is too small.  But to a busy person, all that work is not a burden, it’s an investment.  But still, they sometimes feel overwhelmed but keep motoring on day after day, doubling the number of tasks that normal people complete.  They rarely wait for someone to tell them to do a task twice, or even once for that matter.

I’ve noticed that busy people even walk faster than normal people.  They seem to be on a mission everywhere they go, even to and from work.  They drive faster and rarely make “quick stops” along the way.  They never say, “I’ll just be two minutes,” which has become a popular saying of the non-busy people of the world, because it’s never really just two minutes is it?

I admire busy people, and enjoy studying them, especially in the project management setting.  You don’t see them in meetings like the non-busy people.  Instead, they’re heads-down or jetting off to the next task.  That’s a discipline few possess, including myself.

Bottom line: if you don’t have a busy person to emulate, try becoming one yourself; someone might being to emulate you.  Prioritize everything, all the time.  Complete every task.  Grind out the details that most people gloss over.  Get a whole day’s work done by 10 AM, and then look for something else to do.  You might just find that the busy life suits you!

 

–newshirt

�

Posted on

Should You Go Cloud?

That is the question…to cloud, or not to cloud?  I recently read an article by Sarah Fister Gale, found here: http://www.pmi.org/~/media/PDF/Publications/PMN0312%20cloud.ashx
It is interesting how many people go to the cloud without knowledge of security, back-up, redundancy, and so forth.  There is little doubt that the cloud has many positive attributes.  That is why cloud usage continues to experience robust growth.  However, too often people just assume the cloud is a magical solution with hardly any issues.  Well, that is normally the case…unless you happen to be my brother-in-law.  His company was utilizing a cloud hosted credit card processing service.  And things were great for nearly two years, until the cloud server went down and there was no back-up plan in place.  It took 3 days of hand wringing and lost sales to get back online.  In addition to immediate lost revenue, he lost long term customers.  The article above will certainly give you an idea on specific questions one should ask and a basic outline to help you make a solid choice for your cloud solutions.

�

Posted on

Presenteeism is the new Absenteeism

You can easily measure absenteeism in your project team.  Just count the number of days employees miss.  Bear down on them enough, and they’ll come in to work… like the walking dead.  That’s presenteeism. You are present, but not capable to work.  That’s the topic of a CIO Insight article at the link below.

http://www.cioinsight.com/c/a/IT-Management/Depression-at-Work-New-Initiative-Addresses-Lost-Productivity-663213/

 

Presenteeism is when your project team is half slaughtered by the stress and worry of everything around them – threats of layoff, political, economic, worldwide – yet they drag into work anyway.  Hey, it’s better to eke out a few hours of work than sit around on your duff, right?

I don’t suppose there’s any good answer to this. It is what it is.  We’re not living in a 1950’s ‘Leave It To Beaver’ sitcom anymore.  This decade is hardcore depressing.  Layoffs are happening all around us, businesses are failing, others are hanging on for an elusive economic uptick, but few are prospering.

My advice: just recognize this in your project team.  Be sympathetic.  Don’t bear down for more production.  Just try to be a pleasant manager if possible.  We’ll come out of it eventually. What else can we do?

Posted on

Don’t be the DIA and BAE Baggage System

Remember the expense delays in opening the brand new Denver International Airport?  Many case studies have been done examining the intricate reasons for such a colossal failure on a grand scale.  DIA was to be the most efficient airport in the world, able to accommodate over 50 million passengers per year.  One of the key components was to have a fully automated baggage system…eliminating the tug and trolley system.  This would cut a planes turnaround time by 30 minutes and would be a key component in creating more efficiency with flights and passenger throughout.  The chief project manager, Walter Slinger had his heart set on this shining new system and romanticized about the notoriety the state of the art airport would bring to the city of Denver.  BAE also liked the idea of designing a system that would garner great attention and further their own reputation for building baggage systems.  Again, you could read many in depth case studies about the key decisions that led to the cascade of delays and failures.  However, I would summarize them in a single manner, tunnel vision.  Both parties fell in love with an idea and ignored many internal obvious warnings about the baggage systems feasibility.  The delays were numerous and cost billions of dollars.  In the end, after many attempts to partially use the automated baggage system, it was virtually scrapped for the more economical tug and trolley method.  We all know the old saying that our eyes are bigger than our stomachs?  If you’re a project manager, make sure your love of an idea isn’t greater than your team’s ability to design and implement the idea.  Don’t be afraid to change directions.  Otherwise, you may be the next DIA, which is still one heck of an airport!

Posted on

Define: Work Contour

Work Contour: The distribution (or “shape”) of working hours over the duration of a task.

In Microsoft Project, working hours are not always spread across the duration of a task like peanut butter.  In other words, they don’t have to be evenly distributed.  They can front-loaded so that most of the work is performed at the beginning of the task.  Or, they could be back-loaded, to represent most of the work being performed at the end of the task.  In fact, there are several choices for the Work Contour.

 

Here they are:

  1. Flat
  2. Back-loaded
  3. Front-loaded
  4. Double peak
  5. Early peak
  6. Late peak
  7. Bell
  8. Turtle

 

The images below illustrate how to choose the Work Contour for each resource in each task.

First, choose View, Gantt Chart to create tasks and assign resources to them.  Then set the duration.

 

Next, choose View, Task Usage.  Insert the ‘Work Contour” column.  After choosing various contours for each resource, you will see an icon representing the distribution of hours across the task.  Notice how the front-loaded task has most of the hour distributed in the first few days while the back-loaded contour has them distributed at the final days.  Flat distribution is default.  It simply uses the resource schedule.

Posted on

No Vacancy

Have you ever dealt with a department manager who claims they have no resource capacity for strategic company projects, yet seems to be under allocated?

You suspect the department of using precious company resources on “secondary projects” with no strategic value, but you can’t prove it.  Either you don’t have tools to track what your departments do, or that department has successfully hidden manpower for their own use… or both.

Probably the first step is a good heart-to-heart company meeting.  All the functional managers should know the necessity and value of strategic company projects.  But how can you know they understand and support you?  Know your people…  That’s the only way.

The next step is to implement a tool that clearly defines the percentage of time expected on key projects, and tracks actual work against them.  This is a supply and demand system.  Such a tool gives you the opportunity to enforce the message in step one, above.  Employees and department timesheets (supply) should track closely to the numbers they’ve agreed upon (demand).  If they don’t, you’ll have a hot topic of conversation ahead.

Posted on

Project Quality Assurance

Project quality has many facets depending on the type of project and the quality objectives. A few common metrics used are guidelines and standards.  Most people understand the difference between the two.  However, guidelines can be confused with standards.  Guidelines are just that, an idea or parameter to stay within.  Standards are a more exact objective to be met.  It is well worth while to make sure people are clear on the differences and expectations of each.  Otherwise, a small misunderstanding can be costly.  As an example, a sorting team was tasked with looking through thousands of figurines to inspect for defects.  The guideline says the figurines can have up to 3 blemishes on the front portion, no larger than 2 cm each as long as they are not on the face.  The Standard stated if there is only one blemish allowed in the facial area and they must be less than 1 cm.  Well, an entire shift didn’t understand the difference between the guidelines and standards and inadvertently allowed figurines to pass through that had single blemishes on the face up to 2 cm…double the allowed size.  This was caught during a random audit and thousands of figurines had to be re-sorted costing the company hours of productivity, not to mention money.  As cliché as it may sound, never assume anything. Communication is vital.  A simple misunderstanding can cost an entire project.