《project management for the unofficial project manager》图解
2022-05-06 21:23:46 0 举报AI智能生成
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给非正式项目经理的项目管理书
作者其他创作
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refer to those who quietly slip into PM role without any PM title and training
face greater challenge with everyday \"small P\" projects (due to lack of attentions)
Success = People (1+4) + Process (5)
Unofficial PM
expectation: business outcome
resource: in an optimized manner
deadline
budget
5 measures of SUCCESSful project
engage and inspire poeple through informal authority
more powerful than formal authority (esp. for knowledge workers)
come from your character and capability (rather than title or position)
demonstrate Respect: offer help while talk straightly
clarify Expectation: individual contributions towards \"big picture\"
practice Accountability: walk your way firstly
4 “REAL\" behaviours for informal authority
Lead PEOPLE
EVERY project runs through ALL 5 process groups
Initiate: expectations from (key) stakeholders
Execute: make sure everyone on track
Monitor & Control: ongoing efforts throughout project lifecycle
Manage PROCESS
clarify a shared and measurable set of expectations from all key stakeholders
start with the assumption that nothing is clear and you don't know what them want
top priority to avoid climbing a ladder against the WRONG wall!
Mindset
who: involved or impacted (people & org)
how: brainstorming with parnters or coworkers
Don't missing anyone (blindsided!)
Stakeholder
who: determine project success or failure
Decisions
Authority
Need
Connections: the \"well-connected\"
esp. for negative energy
contains hidden agenda and politics
\"REAL\" foundational behaviours
neutralize negativity
Energy
how: \"DANCE\" tools
Key stakeholder
frontloading (not \"backloading\"): get as much / early as possible (like prep work for climbing Mount Everest)
just listen without interrupt
risky thought: already know what they want
Words are only code for pictures --> decode the picture
Ground rules
Purpose: reason
Desired results: deliverables
Exclusions: out of scope
Acceptance criteria: who and how to sign off
outcome: key stakeholder interview
Open: broad
Detailed: drill down
Close: validate
decode by asking / verifying again (and again)
Question funnel
Interview with key stakeholder
Combination of all key stakeholders' interviews
define \"the border\"
revisable or refined later on (after approval of course)
like a compass: show which direction to go (and not to go)
leverage for PM (get key stakeholders all on the same page by holding them accountable)
What
same form as key stakeholder interview (combine!)
Most important with Exclusions and Contraints part
How
Project Scope Statement (PSS)
Initiate
Risk: a list of things that could go wrong with the project
Transfer (to others)
Accept (and deal with it if occurs)
Mitigate (by reducing impact and / or probability)
Eliminate (by making it go away)
Strategy: TAME
Who: will be responsible for the risk
Risk Management Plan
consist of project deliverables (and its components)
Mindmap
Linear list
Post-it Note (for brainstorming): duplication means higher priority
Deliverables: \"What\"
Components: breakdown of \"What\"
Activities: \"How\"
Predecessor
Duration (see C.P.)
Earliest Start (ES)
Earliest Finish (EF)
Who
Gantt chart (Project Schedule)
Toolset
Work Breakdown Structure (WBS)
finish-to-start: one by one
start-to-start: start together
finish-to-finish: finish together
dependency
find the right people
assign right people to right task
(better) self-nominate: engagement
backup person (esp. for C.P. item)
project team
keep balance (overpromise vs. procrastination)
Optimistic (O)
Mostly likely (M)
Pessimistic (P)
Expected time = (O+4xM+P)/6
PERT
Milestone = decision point
duration
longest path
absolutely no flexible time
determine the duration of the project
How to identify C.P.
critical path (C.P.)
materials
services
external
work hours
hourly cost
internal
misc. (10%) for contingency
may refer to similiar projects
Who (initiator & attendance)
How (method & channel)
When (time & frequency)
take preference of target into account
keep your commitment!
communication plan (90% of PM time)
Plan
Mindset: Engage people through consistent and shared accoutability
Why: accountability is the key to influcence others by informal authority
1st hold yourself accountable by fulfilling commitments
Practice \"REAL\" principles to team members
Totally different from \"project status meeting\"
Review on previous commitments
Make new commitments
Team Accountability Sessions
Intent: focus on project outcome (not character or personality)
Facts: incorrected example or evidence
Impact: consequences linked to the big picture
Individual Performance conversation
\"Dual reporting relationship\" a critical success factor but how to?
Execute
Transparant communication (good and bad) with stakeholders
Focus on expected & new risks and responses
Avoid abandonment and micromanagement (and even both - play hero!)
\"check in\" with stakeholders regularly
overall project health: act like traffice lights
status on each deliverable and their health
problems and proposed options to clear the path
Project Status Report
Scope creep or scope discovery?
small changes can also lead to overwhelming
1st focus on \"core list\"
how to say no? Influence with \"REAL\"!
Project Change Request
Monitor & Control
formalize the learning for setting you (and the team) for future
success or failure is a matter of definition
time
quality
business results
risk management
process improve
Confirm fulfillment of project scope
Complete procurement closure
interview with core team and users
What was done well?
What needs to be done better or differently?
Unexpected risk?
Process change needed?
Document lessons learned
deliverables
signature
Submit final status report
Archive project documents
acknowledge from higher-ups
share result with the world (media channels)
Publish your success
thank personally
reward with food
look forward to next
Celebrate
Close
PM for the unofficial PM
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