The Little Black Book of Project Management

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...!!!!