By Michael C. Thomsett
I was suggested by one of my good friend to
read this book.
I have noted the best things which I am
sharing here.
First the best lines in the book I liked,
“Your ability to keep the project on schedule
is the real test of your project management skills”
“A committee don’t work if there is too
much of democracy”
-
So true, I believe everyone can
be given a choice to suggest but there should be only one who should be in
charge for taking decisions.
“Even if the project is well managed and
kept on schedule for 99% of the time if the last step isn’t fine then the whole
thing is lost. The final report is the
hardest part”
-
Yes the final report that you
make is going to stay and will be the reference document for future
“You read a book from the beginning to the
end
You run a business in the opposite way. You
start with the end in mind and then you do everything you must to reach it.
Summary of the book:
-
A large project with constrains
and no direction will be very difficult to manage if it is not addressed well
in the beginning. Clear objectives of the project even though they were not
laid down during assignment will help
-
A project success depends on,
Ø Result (well defined and
broken into smaller tasks)
Ø Budget
Ø Time (Planning / monitoring
/ Completing)
-The same can be put as
Sno
|
Definition
|
Control
|
1
|
Purpose – the most fundamental
|
Team – Coordination
|
2
|
Task Breaking
|
Monitor – find problem & correct it
|
3
|
Scheduling
|
Action – action taken for the problems
|
4
|
Budget
|
Completion – 100% control till the end
|
CHECK LIST FOR PROJECT MANAGER
1.
Purpose
2.
Outcomes
3.
Problem Kind
4. What is my responsibility (it should be laid
down clearly and shared)
5.
What is my authority? (it should be
carefully described )
6.
Ask for deadlines (only if you get the deadlines planning /
scheduling/ budgeting can be done)
7. Network?? (how much network you have within and outside
departments also plays a role)
CREATING THE PLAN
After the “purpose” is clearly defined you can
define the functions for you and your team. For example,
1.
Clarify the leadership role: A project manager may be
temporary head. So clarify to the team for its smooth running
2.
Do follow through: But be very
careful not to make people feel that you are pinching them
3.
Beware of team priorities and
conflicts: Team members would already have some routine jobs, sometimes for new
work addition they should pick out their time. So be sure to use the limited
amount of the time effectively
4.
Be available to the team
members: No matter how much pressure you are in you should have time for them
when they are working
5.
Remember constantly the end in
mind: If the team is large or comprises of different verticals prepare an organization
chart
PROJECT ANNOUNCEMENT MEETING
1. For a healthy start prepare the responsibilities,
define them, call a meeting with the working group and if required with their
senior people too.
2. Give information / access to the teams
wherever required
3. Give each team member a chance to excel. If
they repeatedly fail it is very important to have alternate resource to support
4. If a team member already performs well as a
team pick him again
5. Be in the team selection process
THE COMMITMENT PROBLEM
1.Why should I work hard to make a project
succeed when someone else is going to have the credit? This is a very common
thing which hinders the team completely
2. The best way to handle it is identify the
member’s contribution and give the credits to him
3. Never make a member work between two
demanding managers. He will get fed up.
THE TOP MANAGEMENT PROBLEM:
Sometimes the “top” may not be interested or
may burn the bridges you have built. Both are harmful.
Just do your best, be diplomatic and work
around these kind of problems.
DELEGATION PROBLEM & SOLUTION
1.
Emphasis on assignment and
never on people
2.
To be like that make sure you
pick the right people
3.
When work is structured and
done in routine it is a “no problem job”. But when it comes to projects you may
have to encourage the individual to take responsibilities / calculated risk and
on the spot decisions.
4.
Stress team and project goals
over individual goals
ESTABLISH A SCHEDULE
“Your ability to keep the project on
schedule is the real test of your project management skills”
THE GANTT CHART
It is the best and one of the ancient ways
that we cans till follow
THE AUTOMATION SOFTWARE PROBLEM
1.There are softwares to model it but things
may not be designed to the specifics you require. If you decide on automation first set the
relationship because softwares cannot help in building relationships.
2. The recurring process can be handling through
automation
3. The objective of using a “software” should not be the stress.
It is always the project.. as always.
4. Automate for efficiency and not for
replacement for your involvement as project manager
5. First overcome the problem involved with
project management.
The booked touched on various others topics
which I have not added here. I liked the authors examples whereever required. That helped in understanding the concepts easily.Happy reading...!!!!
