Tools & Info for WiZiQ Class: Become a Project Management Minimalist! (Selections from the 88-page e-book) The Project Management Minimalist: Just Enough PM to Rock Your Projects! By Michael Greer email: PM.Minimalist@gmail.com A lean, practical approach to project management, presented in two parts: The Nuts and Bolts: 10 Steps to Project Success The People Stuff: 10 Sets of Challenges to Inspire Project Teams © Copyright 2010, Michael Greer, http://michaelgreer.biz/?page_id=636 To see the full table of contents & list of all tools & worksheets or to purchase the complete, 87-page e-book, go to: http://michaelgreer.biz/?page_id=636The Project Management Minimalist: Just Enough PM to Rock Your Projects! © Copyright 2010, Michael Greer, http://michaelgreer.biz/?page_id=636 email: PM.minimalist@gmail.com 2 The Nuts and Bolts: 10 Steps to Project Success In this part of the book, we introduce important PM tools and practices that will help you get results by completing each of the 10 Steps to Project Success. In the complete 85-page e-book, The Project Management Minimalist, each Step is fully described in detail and sub-divided into these sections: Overview – An introduction to what’s going on in the Step. Results – The end product of the Step. Process – The specific actions to take to complete the Step. Tool, Worksheet, Guidelines, Samples, etc. – Something you can use to help you complete the step and get top-quality results. [NOTE: In this special collection of selections from The Project Management Minimalist we include only the Results section related to each Step:] Overview – An introduction to what’s going on in the Step. (not included in this sample) Results – The end product of the Step. (included here) Process – The specific actions to take to complete the Step. (not included in this sample) Tool, Worksheet, Guidelines, Samples, etc. – Something you can use to help you complete the step and get top-quality results. (some, not all, included in this sample)The Project Management Minimalist: Just Enough PM to Rock Your Projects! © Copyright 2010, Michael Greer, http://michaelgreer.biz/?page_id=636 email: PM.minimalist@gmail.com 3 Step 1: Define the project concept, then get support and approval. Results This Step should result in the following: A series of conversations, brainstorming sessions, and other formal or informal discussions about the project concept with your supervisor and key people whom you hope will provide project support An approved Project Charter Step 2: Get your team together and start the project. Results This Step should result in the following: A series of conversations, brainstorming sessions, and other formal/informal discussions about the project concept with all stakeholders Commitments from stakeholders to play particular roles on the project team throughout or at specific times in the project. Written documentation that captures roles and responsibilities of all stakeholders A Kickoff Meeting that orients all project team members to their roles and responsibilities and gets the project started (See #5, below, for details.) The Project Management Minimalist: Just Enough PM to Rock Your Projects! © Copyright 2010, Michael Greer, http://michaelgreer.biz/?page_id=636 email: PM.minimalist@gmail.com 4 Step 3: Figure out exactly what the finished work products will be. Results A series of conversations, brainstorming sessions, and other formal/informal discussions about specific project deliverables* A Work Breakdown Structure (WBS) in rough form as created by a brainstorming group (i.e., a bunch of yellow stickies spread out all over a wall, a collection of flip chart pages scribbled with items, a rough “mind map,” etc.) A polished WBS which clearly lists 1) all interim deliverables that the end user will not see (such as scripts, flow charts, outlines, etc.) and 2) all finished deliverables that will be turned over to the user when the project is completed. [See Example Phased Work Breakdown Structure below.] A Project Scope Statement that expands the Project Charter to include the WBS and other items identified by the team in brainstorming sessions [See Worksheet: Project Scope Statement below.] Approval of the Project Scope Statement and WBS by the sponsor and appropriate stakeholders. The Project Management Minimalist: Just Enough PM to Rock Your Projects! © Copyright 2010, Michael Greer, http://michaelgreer.biz/?page_id=636 email: PM.minimalist@gmail.com 5 Example: Phased Work Breakdown Structure Below is an example of a phased work breakdown structure (WBS). The team responsible for Project X has identified five different phases into which they might cluster all of their various project deliverables: Need & Feasibility, Project Plan, Deliverables Specifications, Deliverables, and Testing and Implementation. Within each of these phases we can see many finished deliverables (such as prototypes, approved deliverables, etc.) and also many interim deliverables (such as the project charter, flowcharts, reviews, revisions, formal approvals, test strategies, etc.). Goal and concept definition Analysis tools, strategies Needs/market analysis Benefit/cost analysis Analysis findings Review of analysis findings Approval, analysis findings Broad project strategy Project charter Review of charter Revision of charter Formal approval, charter Need & Feasibility Consensus, outcomes/methods Description, project scope Activities/task list Network diagram (PERT) Estimates, durations of activities Resource estimates Cost estimates Schedule(s) Budget/spending plan Quality plan Communication plan Staff listing Responsibility/accountability matrix Risk assessment Vendor strategy Stakeholder review of plan Formal approval, plan Project Plan Kickoff meeting Outline(s) Design plans Flowcharts Media treatments Samples Specifications summary Stakeholder review(s) Formal approval, spec's Deliverables Specifications Prototypes Deliverables chunks Assembled deliverables Inspections, reviews Formal approval, chunks Formal approval, phase Deliverables Strategy for testing Tests of deliverables Report of test results Revision recommendations Approval, recommendations Deliverables revisions Formal approval, revisions Implementation strategy Partial implementation Full implementation Approval, project results Archive, project records List of lessons learned Testing & Implementation Project X: Phased Work Breakdown Structure (WBS) Note: In this example of a work breakdown chart (WBS), all of the items are expressed as nouns. As such, they are measurable, tangible targets or work products that the team must create to complete the project. Don’t use verbs or try to make a list of tasks at this point. Simply capture a list of tangible work products. Later, in Step 4, we’ll focus on tasks. [This tool is from The Project Manager’s Partner, 2nd Edition, © Copyright 2001, Michael Greer/HRD Press] The Project Management Minimalist: Just Enough PM to Rock Your Projects! © Copyright 2010, Michael Greer, http://michaelgreer.biz/?page_id=636 email: PM.minimalist@gmail.com 6 Step 4: Figure out what you need to do to complete the work products. (Identify tasks and phases.) Results A list or graphical collection of all project tasks that must be completed to create project deliverables. A network diagram showing the sequence and flow of all project tasks, including opportunities for stakeholders to review and approve deliverables as they evolve Descriptions or illustrations of project phases Sample Network Diagram Below is a sample of a completed network diagram. Notice that it shows four key elements: Phases Tasks Stakeholder/sponsor review points Stakeholder/sponsor closure (approval or sign-off) points Because projects* are, by definition, temporary endeavors, it is essential to identify how each phase or collection of activities will be judged by stakeholders to be formally or officially completed. So the review and approval points (indicated by check marks) are essential to ensure that the project deliverables move toward closure and completion. Without including specific tasks that call for review and approval points, project deliverables might never be formally judged to be completed! The Project Management Minimalist: Just Enough PM to Rock Your Projects! © Copyright 2010, Michael Greer, http://michaelgreer.biz/?page_id=636 email: PM.minimalist@gmail.com 7 Step 5: Estimate time, effort, and resources. Results A detailed estimate of the duration, effort, and resources required to complete each project task. A summary of duration, effort, and resources required for the entire project Sample Effort/Duration Table Below is an Effort/Duration table for a small writing project. Note that this table shows: All tasks to be completed All resources assigned to tasks The effort/hours needed of each resource for the whole project (These will later help us make requests for resources, make specific job assignments, and estimate costs.) The durations of each task and of the entire project. (Later, in Step 6, these will help us create a project schedule.) [Example from The Project Manager’s Partner, 2nd Edition, © Copyright 2001, Michael Greer/HRD Press] The Project Management Minimalist: Just Enough PM to Rock Your Projects! © Copyright 2010, Michael Greer, http://michaelgreer.biz/?page_id=636 email: PM.minimalist@gmail.com 8 Step 6: Build a schedule. Results One or more overview schedules showing the “big picture” of the project (i.e., showing all activities, phases, and major milestones*). Overview schedules can take any graphical or text form, depending on the preferences of the team and the ability of the particular schedule type to clearly show project events. One or more detailed schedules that expand or “zoom in” on particular parts of the overview schedule. Such detailed schedules might show: One particular project phase and all the detailed subtasks and tasks that occur in that phase. The tasks of particular project players. (For example, you might have a unique schedule showing only the plumbers’ tasks or a schedule showing only the computer programmers’ tasks, or a schedule showing only the senior executives’ review & approval points.) A strategy to revisit the schedule periodically in order to keep it up to date. Sample Project Schedules: Below are some sample project schedules. Examine each of them and ask yourself: What are the strengths and weaknesses of this type of schedule? Which of these schedule types should I use to communicate with my stakeholders and core team to better coordinate my project? The Project Management Minimalist: Just Enough PM to Rock Your Projects! © Copyright 2010, Michael Greer, http://michaelgreer.biz/?page_id=636 email: PM.minimalist@gmail.com 9 [Samples are from The Project Manager’s Partner, 2nd Edition, © Copyright 2001, Michael Greer/HRD Press] The Project Management Minimalist: Just Enough PM to Rock Your Projects! © Copyright 2010, Michael Greer, http://michaelgreer.biz/?page_id=636 email: PM.minimalist@gmail.com 10 Step 7: Estimate the costs. Results An estimate of project costs, including the costs of labor, materials, supplies, and any other costs that are tracked by your organization, such as various overhead costs, profit, and so on. A description of all assumptions made in the cost estimate (i.e., “We are assuming an hourly rate of $75/hour for a particular type of worker or a per unit rental fee of $2000/month for a particular piece of equipment.) Sample Cost Estimation Worksheet As you can see from the sample below, it’s a fairly straightforward process to create a project cost estimate – once you have created the Effort/Duration table and other project planning artifacts in the previous Steps. [Sample is from The Project Manager’s Partner, 2nd Edition, © Copyright 2001, Michael Greer/HRD Press] The Project Management Minimalist: Just Enough PM to Rock Your Projects! © Copyright 2010, Michael Greer, http://michaelgreer.biz/?page_id=636 email: PM.minimalist@gmail.com 11 Step 8: Keep the project moving. Results This Step, Keep the Project Moving, should result in: Periodic progress checks of each dimension of the project as spelled out in the project artifacts above (Charter, Effort/Duration table, Schedule, Cost Estimate, etc.) Project manager inspection and awareness of overall progress toward completion Project manager interventions to correct problems, remove obstacles, and keep the project moving as planned Worksheet: The Project Status Report Title: [Project Name] Status Report Date: Author: Accomplishments Since Last Report: (Deliverables completed, milestones attained, decisions made, issues resolved, etc.) Upcoming Activities: (What the team must focus on accomplishing throughout the next reporting period.) Summary of Issues, Concerns, and Recommended Actions: (What issues or concerns are unresolved? Include recommended actions for each.) Comments: (Miscellaneous comments, public praise for extra effort, announcements, etc.) [This tool is from The Project Manager’s Partner, 2nd Edition, © Copyright 2001, Michael Greer/HRD Press] The Project Management Minimalist: Just Enough PM to Rock Your Projects! © Copyright 2010, Michael Greer, http://michaelgreer.biz/?page_id=636 email: PM.minimalist@gmail.com 12 Step 9: Handle scope changes. Results Adjustments to the project plan to deal with additions, reductions or modification to the deliverables or work process Formal documentation of each scope change Formal approval of each scope change Worksheet: Project Scope Change Order Project Name: __________________________________ Date: ______________________ Project Manager: ____________________________________________________________ Project Tracking Number: ________________________ Change No.: ________________ Summary of Change: Rationale for Change: Brief overview of the impact of this change on . . . Project schedule: Quality of deliverables: Costs: Stakeholders and/or core team members: Other deliverables, including amount and quality: Change approved by (signatures): Sponsor: _______________________________________ Date: ______________________ Project Manager: ________________________________ Date: ______________________ Other: _________________________________________ Date: ______________________ [This tool is from The Project Manager’s Partner, 2nd Edition, © Copyright 2001, Michael Greer/HRD Press] The Project Management Minimalist: Just Enough PM to Rock Your Projects! © Copyright 2010, Michael Greer, http://michaelgreer.biz/?page_id=636 email: PM.minimalist@gmail.com 13 Step 10: Close out phases, close out the project. Results Sponsor sign-off and approval of incrementally-evolving project deliverables and phases as they are completed Sponsor sign-off and approval of all finished project deliverables and the overall completed project Completion of any of the project-specific follow-up activities named above (Project Archive, Post Mortem, Lessons Learned, hand-off/training, performance evaluations, etc.) Worksheet: Project Sign-Off Form [For an Entire Project] Project Name: XYZ System Upgrade I have reviewed the following finished deliverables as of the date identified below: [insert names of specific deliverables to be approved here] I have found these finished deliverables to meet with my approval, with the following exceptions: [insert names of specific deliverables that are not approved here] For each of the deliverables that are named above as exceptions, we will proceed as follows with the following remedies within the time frames specified: [Describe remedies to be taken to correct the deliverables and deadlines for achieving the remedies.] _________________________________________________________________ [Signature] John Doe, V.P. Corporate Cosmic Vision Date: ______________________________ The Project Management Minimalist: Just Enough PM to Rock Your Projects! © Copyright 2010, Michael Greer, http://michaelgreer.biz/?page_id=636 email: PM.minimalist@gmail.com 14 Summary & Checklist: 10 Steps to Project Success Step Results of Successful Performance 1. Define the project concept, then get support and approval. A series of conversations, brainstorming sessions, and other formal or informal discussions about the project concept with your supervisor and key people whom you hope will provide project support An approved Project Charter 2. Get your team together and start the project. A series of conversations, brainstorming sessions, and other formal/informal discussions about the project concept with all stakeholders Commitments from stakeholders to play particular roles on the project team throughout or at specific times in the project. Written documentation that captures roles and responsibilities of all stakeholders A Kickoff Meeting that orients all project team members to their roles and responsibilities and gets the project started (often supported by a Responsibility/Accountability Matrix) 3. Figure out exactly what the finished work products will be. A series of conversations, brainstorming sessions, and other formal/informal discussions about specific project deliverables A Work Breakdown Structure (WBS) in rough form as created by a brainstorming group (i.e., a bunch of yellow stickies spread out all over a wall, a collection of flip chart pages scribbled with items, a rough “mind map,” etc.) A polished WBS which clearly lists 1) all interim deliverables that the end user will not see (such as scripts, flow charts, outlines, etc.) and 2) all finished deliverables that will be turned over to the user when the project is completed. A Project Scope Statement that expands the Project Charter to include the WBS and other items identified by the team in brainstorming sessions Approval of the Project Scope Statement and WBS by the sponsor and appropriate stakeholders. 4. Figure out what you need to do to complete the work products. (Identify tasks and phases.) A list or graphical collection of all project tasks that must be completed to create project deliverables. A network diagram showing the sequence and flow of all project tasks, including opportunities for stakeholders to review and approve deliverables as they evolve Descriptions or illustrations of project phases 5. Estimate time, effort, and resources. A detailed estimate of the duration, effort, and resources required to complete each project task A summary of duration, effort, and resources required for the entire project 6. Build a schedule. One or more overview schedules showing the “big picture” of the project (i.e., showing all activities, phases, and major milestones). (Gantt, network diagram, summary table/calendar, etc.) One or more detailed schedules that expand or “zoom in” on particular parts of the overview schedule. (E.g., One particular project phase w/detailed subtasks/tasks or one particular set of project players. (i.e., plumbers, computer programmers, senior executives w/approval points.) A strategy to revisit the schedule periodically in order to keep it up to date. 7. Estimate the costs. An estimate of project costs, including the costs of labor, materials, supplies, and any other costs tracked by your organization, such as various overhead costs, etc. A description of all assumptions made in the cost estimate 8. Keep the project moving. Periodic progress checks of each dimension of the project as spelled out in the project artifacts above (Charter, Effort/Duration table, Schedule, Cost Estimate, etc.) Project manager inspection and awareness of overall progress toward completion Project manager interventions to correct problems, remove obstacles, and keep the project moving 9. Handle scope changes. Adjustments to the project plan to deal with additions, reductions or modifications to the deliverables or work process Formal documentation of each scope change Formal approval of each scope change 10. Close out phases, close out the project. Sponsor sign-off/approval of incrementally-evolving project deliverables & phases as completed Sponsor sign-off/approval of all finished project deliverables and the overall completed project Completion of typical project-specific follow-up activities (Project Archive, Post Mortem, Lessons Learned, hand-off/training, performance evaluations, etc.) The Project Management Minimalist: Just Enough PM to Rock Your Projects! © Copyright 2010, Michael Greer, http://michaelgreer.biz/?page_id=636 email: PM.minimalist@gmail.com 15 Additional Resources Here are some additional no-nonsense resources related to PM that you might find valuable. They are available at my website, http://michaelgreer.biz Plain and Simple PM Advice Ten Guaranteed Ways to Screw Up Any Project -http://michaelgreer.biz/?p=121 14 Key Principles for Project Success --http://michaelgreer.biz/?p=125 The Accidental Project Manager --http://michaelgreer.biz/?p=131 Too Many Projects? Prioritize Them! --http://michaelgreer.biz/?p=138 What’s Project Portfolio Management (PPM) and Why Should Project Managers Care About It? --http://michaelgreer.biz/?p=147 Going a Bit Deeper into PM The Project Manager’s Partner, 2nd Edition (My textbook. This is the source of most of the content in the preceding Steps!) --http://michaelgreer.biz/?p=208 Summary of Key Project Manager Actions and Results --http://michaelgreer.biz/?p=118 Project Life Cycles versus Key PM Processes --http://michaelgreer.biz/?p=430 The New Project Manager’s Support Pyramid: A Framework for PM Training & Support --http://michaelgreer.biz/?p=205 More Good Stuff on PM My PM Links at Michael Greer’s Project Management Resources --http://michaelgreer.biz/?page_id=233 My Customized, On-Site Custom Workshops – http://michaelgreer.biz/?page_id=55 My Blog Posts --http://michaelgreer.biz/?page_id=364 How to Contact or Follow Me My Website, Michael Greer’s Project Management Resources: http://michaelgreer.biz (blog posts: http://michaelgreer.biz/?page_id=364 ) My Blog, Inspired Project Teams: http://www.inspiredprojectteams.com/Email: greers_pm@yahoo.com Phone (24-hour voicemail): (530) 688-6613 LinkedIn Profile: http://www.linkedin.com/in/greerspmresources Twitter feed: http://twitter.com/michael_greer Facebook Profile: http://profile.to/michael_greer The Project Management Minimalist: Just Enough PM to Rock Your Projects! © Copyright 2010, Michael Greer, http://michaelgreer.biz/?page_id=636 email: PM.minimalist@gmail.com 16 The People Stuff: 10 Sets of Challenges to Inspire Teams This part of the book will help you inspire and motivate your project team. It might also help you reduce some of the contentious, unpleasant, or inappropriate stuff that sometimes plagues project teams. And yes, the topics are a bit philosophical. But each item also includes specific performance-based Challenges that you can immediately put to work with your project team. In all, there are 10 sets of Challenges selected from my Inspired Project Teams blog. In the ebook, The Project Management Minimalist, each set of Challenges includes: Quotations, war stories, examples, and a little philosophy that can inspire project managers and project team members. * (not included in this sample) Reflections for you to think aboutW as project manager or project leader. Team Challenges – Questions and suggestions to challenge your teams to stretch and grow. * (not included in this sample) Project Manager Challenges – Specific actions you can take as project manager or team leader. * (not included in this sample) Learn MoreW – Books and audio references (with links) that can help you learn more about the topic of each particular set of Challenges. *(not included in this sample) May these help your project team go from this W to this! * For a complete printed transcript of each of the podcasts, including all the background information and Challenges that are not included in this document, go to http://www.inspiredprojectteams.com The Project Management Minimalist: Just Enough PM to Rock Your Projects! © Copyright 2010, Michael Greer, http://michaelgreer.biz/?page_id=636 email: PM.minimalist@gmail.com 17 The 10 Sets of Challenges Here’s an overview of the 10 sets of Challenges presented in this part of the book: Trust Your Judgment – Many wise teachers and philosophers say that to achieve anything great you must trust that voice which lies deep within you. This post/podcast examines why this voice is trustworthy and how you can trust it. Let Go of Perfectionism – Are you driven to perfection? W or simply driven crazy? This post/podcast provides suggestions for project managers and team leaders about how they can let go of perfectionism and improve their results. Celebrate the Chaos Within – “One must still have chaos in oneself to be able to give birth to a dancing star.” – Friedrich Nietzsche. This post/podcast provides suggestions on how project managers & leaders can support creativity. Embrace the Work Itself – So where’s the joy in the work itself? What about the intrinsic value of our chosen profession? The beauty and fascination of the field itself? Take the Risk – This post is all about getting outside your comfort zoneWIf you can imagine itW if you can see it clearlyW if it gets you excited as a possibility, then it may be your destiny to make it a reality. Just Say No – While it might make sense for individuals to say “yes” to life as often as they can, there are critical moments when project teams have just gotta say “no!” Here’s why & howW Listen, Understand, Collaborate – “Habit 5: Seek First to Understand, Then to be Understood.” – Stephen Covey’s Seven Habits of Highly Effective People – This examines why & how project teams should listen, understand, & collaborate. Just Do It! – Get movingW get unstuckW & just do it! If you and your project team members are sometimes plagued with fits of analysis paralysis or procrastination, then this set of Challenges is for you. Consciously Choose Your Attitude – A project team’s attitude can make or break the project. In this post learn how you can consciously choose your attitude instead of simply allowing it to overtake you as a collection of random feelings. Be the Change You Want to See --“You must be the change you want to see in the world.” -Mahatma Gandhi HEY, LISTEN! These and many more Challenges not included here are available as FREE audio downloads (MP3 files) from my blog Inspired Project Teams blog: http://www.inspiredprojectteams.com/) or from iTunes: ( http://itunes.apple.com/WebObjects/MZStore.woa/wa/viewPodcast?id=307055288 ) The Project Management Minimalist: Just Enough PM to Rock Your Projects! © Copyright 2010, Michael Greer, http://michaelgreer.biz/?page_id=636 email: PM.minimalist@gmail.com 18 Trust Your Judgment Refer to this audio/podcast: http://www.inspiredprojectteams.com/?p=691 Reflect on these questions: What are some of the complex things you do without thinking? (Consider sports, brain games, coaching, sifting & sorting through things, inspecting, quality assurance) If you had to do so, would you be able to dissect one of these complex abilities and show each skill and bit of knowledge and experience which makes you able to do this thing so well? When have you been under pressure to produce a fast decision on a complex issue? How did you fare? Was it a good decision? If you had to, could you defend it based on your experiences, skills, and training? What are some areas of your job or career where you might be overthinking things? Could you begin to relax and trust your judgment in these areas? Let Go of Perfectionism Refer to this audio/podcast: http://www.inspiredprojectteams.com/?p=276 Reflect on these questions: What constitutes “perfection” for our project’s outcomes? (Is this a realistic and comfortably shared visionW or an unreasonable – even arrogant – indulgence of a single team member’s vision?) Is anyone on the project team “beating themselves up,” trying to close the gap between 90% and 100% of “perfect?” Is someone on the project making life miserable for others by pursuing their own, idiosyncratic vision of “perfection?” Celebrate the Chaos Within Refer to this audio/podcast: http://www.inspiredprojectteams.com/?p=297 Reflect on these questions: What moments of crazy, impetuous, outside-the-box thinking have helped your projects shine? Have you acknowledged, praised, or even celebrated these moments of creativity? Are you secretly afraid that “outside the box” thinking will simply slow things up or take the project team in directions that we dare not go? Embrace the Work Itself Refer to this audio/podcast: http://www.inspiredprojectteams.com/?p=265 Reflect on these questions: What’s so great about your chosen profession? Why did you choose it? What is it about the “doing” of your work that brings you joy? The Project Management Minimalist: Just Enough PM to Rock Your Projects! © Copyright 2010, Michael Greer, http://michaelgreer.biz/?page_id=636 email: PM.minimalist@gmail.com 19 Take the Risk Refer to this audio/podcast: http://www.inspiredprojectteams.com/?p=779 Reflect on these questions: Is our project team overly cautious? When’s the last time we laughed nervously as co-consipirators or got a little apprehensive about a potentially strange or unlikely solution to a problem? When’s the last time we got really excited about an completely innovative solution to a problem? What might we do to be more creativeW to take a few more risks? Just Say No Refer to this audio/podcast: http://www.inspiredprojectteams.com/?p=944 Reflect on these questions: Are there elements of our project that might be vulnerable to “scope creep” from our stakeholders’ expanding “wish lists?” Are team members prepared to say “no” to these wish lists “smilingly, nonapologetically?” Are any of your team members predisposed to saying “Yes” to certain enhancements that they would enjoy creating, but that aren’t part of the project specifications? Are you staying alert to these potential scope changes and figuring out the best ways to handle them? Listen, Understand, Collaborate Refer to this audio/podcast: http://www.inspiredprojectteams.com/?p=191 Reflect on these questions: Have there been times when our team has “jumped the gun” and rushed to judgment without getting all the facts? Do we set aside time throughout the project to thoughtfully discuss our customers’ opinions about our work or our deliverables as they are evolving? Do we spend enough time actively listening (and rephrasing to show our understanding)? Do some team members avoid customer contact because it’s difficult (or frustrating) to listen to them? If so, how might we address this problem? The Project Management Minimalist: Just Enough PM to Rock Your Projects! © Copyright 2010, Michael Greer, http://michaelgreer.biz/?page_id=636 email: PM.minimalist@gmail.com 20 Just Do It! Refer to this audio/podcast: http://www.inspiredprojectteams.com/?p=724 Reflect on these questions: Looking back, have you ever been “stuck” when working on a project? How did you get unstuck? If fear was involved, how did you overcome it? Is there someone on your project team who is: suffering from analysis paralysis? waiting, afraid to take action, until they get that special input from that special person? just plain scared to take action until all the conditions are “perfect?” Have other people in your organization ever been similarly immobilized? How did they get unstuck and move on? . Consciously Choose Your Attitude Refer to this audio/podcast: http://www.inspiredprojectteams.com/?p=1026 Reflect on these questions: What’s the overall mood of our project team? Are team members (or am I) feeling resentful, angry, victimized, or some other negative attitude? Can we, as a team, choose another attitude? Be the Change You Want to See Refer to this audio/podcast: http://www.inspiredprojectteams.com/?p=806 Reflect on these questions: What changes in behavior or attitude would you like to see in your organization? What are some potential situations that would allow you to model one of these new, changed behaviors or attitudes? What’s stopping you from making the change? W from modeling the new behavior or attitude? The Project Management Minimalist: Just Enough PM to Rock Your Projects! © Copyright 2010, Michael Greer, http://michaelgreer.biz/?page_id=636 email: PM.minimalist@gmail.com 21 Glossary of Terms Used Throughout this text you will sometimes see a term with an asterisk (*) beside it. Below are the full, official (and sometimes a bit puffed up!) definitions of these terms. (Most are from The Project Manager’s Partner, 2nd Edition (My textbookG This is the source of much of the content in the preceding Steps!) --http://michaelgreer.biz/?p=208 Deliverables --Any measurable, tangible, verifiable output that must be produced to complete the project. Deliverables take two forms: Interim outputs (such as video scripts, floor plans, or marketing analyses) and final deliverables associated with these interim outputs (such as the completed video presentation, the finished building, or a completed product marketing plan). Milestones --A significant event in the project, usually completion of a major deliverable. Milestones differ from project to project depending on the type of deliverables the project is designed to create. In project management software, a milestone is an activity that has been assigned zero duration (usually marking the end of an activity or phase). Phase – A collection of logically related project activities, usually resulting in the completion of a major deliverable. By organizing project activities into a few major phases, it is easier to plan the project, discuss project events with team members, and analyze and track the project. The exact phases used in a project typically are established by professional standards in a particular industry. (For example, motion picture projects might include scripting and shooting phases, while construction projects might include a blueprint phase, foundation building phase, and so on. The phases reflect the “best practices” of professionals in those industries.) Project --A temporary endeavor undertaken to create a unique product or service. Typically, a project is a one-time effort to accomplish an explicit objective by a specific time. Like the individual activities that make up the project, each project has a distinguishable start and finish and a time frame for completion. Rework --The correction of defective work. Rework may take place either before, during or after inspection or testing. (Unnecessary rework often happens when stakeholders are not engaged early enough, but instead are shown project deliverables too late – after much time, effort, and labor dollars have been consumed.) Sponsor --The customer, client, final owner, or entity providing funds for the project. The sponsor also typically has the power to approve the use of other resources (such as staff members, equipment, and facilities) and/or stop the project. Stakeholders --Individuals and organizations who are involved in, or may be affected by, project activities. Typical stakeholders include the project sponsor (the person or organization paying the bills and able to stop the project—sometimes called client, customer, or funder), suppliers, contractors, vendors, craftspeople, the project manager, government agencies, and the public.