Considering Project Management

I recently attended an inspiring webinar that discussed the importance of resource management to a project's success; it impressed me so much I wanted to share some of the things I learned with you.

The speakers focused on some important aspects of resource and capacity control to help project management teams increase the potential for success: Capacity (know your limits); People (get the right ones and build your team); Time-tracking (capture data, track progress, reset limits going forward, and monitor results); Change management (scope creep, adjustments to spec, etc.); and Tools (have the right ones and tailor them to your needs). All critical elements for project success.

My only concern is that the speakers were discussing all the right things, but perhaps with a somewhat rosy view of reality. In a perfect world, the right team members are available when you need them, and everyone is honest and realistic about need, capacity, limitations, and the elements that make up the project plan.

In the real world, this is seldom the case. Which is probably why so many projects fail.



It's incredibly important to monitor and manage resources during the course of a project's life-cycle. But without some stringent controls, I fear it's easier said than done. Of course, if project management tools were incorporated into the mix, it's likely that managing resources would become a whole lot easier.

To hear how Allconnect is doing this using project management software, check out Amy Dowis' interview HERE.

How do you track and manage your resources? Is it working for you? Let me know!

One of the hardest things I faced when I was an accidental project manager (at a 3D digital content creation company) was that I didn't know how to do what the digital artists were doing. To their way of thinking, it was a case of "Those who know, do; those who don't, do project management," and "Why should we listen to you when we're the artists and you just enter stuff into some business project management software program."

I had to find a way to not only build team cohesion, but also find a way to garner their respect to insure they listened to me and worked with me, so the projects we did together were successful. In the case of this sort of project based work, failure was simply not an option—the 3D content was commissioned by a customer for use in a commercial, movie, or simulation, and it had to be ready to use on or before the due date. No excuses.

What to do? This was a completely foreign situation for me (I'm told I'm quite likeable, really). I'm fairly creative and artistic, so I tried to learn how to create digital content using a 'simple' 3D modeling program; sadly, I was really not very good at it. But in the process of trying, I did learn a lot of relevant terms and concepts that were incomprehensible to me prior to my aborted attempt to walk the walk. I could now look at a wireframe model and see an inverted polygon; I could look at a texture-mapped image and find areas of interpenetration, I could speak with them in their own geeky-3D language!

And, just like that, everything was ok. Turns out all they wanted was to know that I felt their pain, respected their work, recognized their genius, and appreciated that what they did was definitely NOT something just anyone could do. Some call it mirroring; some call it mentoring; I call it team-building.

When starting a project, it's important to first develop a rapport with your team. Everyone has a different approach to this ... some use pizza and donuts, others do team-building exercises and games, and far too many just don't bother to do anything more than fix deadlines and yell at people. Can't see this last one ever being very useful.

How do you turn your new teams into cohesive units? 

What makes someone a stakeholder, anyway? Let's see ... project sponsor; customer; investor, CEO, champion .. actually I think it really means anyone who has any stake in the project or the outcome, but for now let's focus on the sponsor/champion persona.

I was reading a discussion string on LinkedIn the other day about what factors lead to project failure, and the poster and most of the commenters agreed that the #1 factor leading to a failed project is stakeholders. This surprised me, but I guess I've been lucky in that I've never managed a project where I've had to deal with this personally. But I do see it and hear about it, so I wanted to consider it more closely.

Stakeholders seem to all start out as an avid champion of the project, regardless of their title or vantage point, but over time they tend to fall into one of three categories: friend, foe, or neutral. The friend is the easiest to work with - they have a vested interest in a successful outcome, and really want to see you and the project succeed. The neutral parties were most likely excited and invested at the beginning of the project, but have lost interest or been distracted by other things over time. 

A foe is not someone who is against your project, but it might be someone who competes with you for resources or tries to allocate them to other projects. Anyone in project management or who performs project based work will have to deal with this conflict eventually. The trick is to do your best to anticipate the situation and communicate your resources needs ... a preemptive strike, if you want to look at it as conflict resolution.

So, it all appears to come down to Stakeholder Management, which we'll leave to another post (except for this cartoon, which just amused me).

I will say that a flexible online project management tool with good reporting capabilities can go a long way to keeping stakeholders informed and so at bay. But I think the real trick is to avoid the pitfall of coming to see ALL your stakeholders as "The Enemy." It's so easy to get into an us-against-them mindset, but this is completely counter-productive.

How do you see your stakeholders? What advice do you have to offer to other project managers to keep their stakeholders all planted solidly in the 'Friends' category so they can get on with the job of project management?

We all spend a lot of time talking about how critical it is in the project and portfolio management arena to communicate. About how to promote communication throughout the organization when doing project based work, and how we will get enough information out of our teams to report up to the stakeholders and satisfy their needs. But do we spend enough time planning exactly what should be discussed, beyond the "I did this," You do that," and "When will this be done?" questions/answers? I think we sometimes miss the real meaning of collaboration. It's much more than a simple status update once a day/week. Your team is actively working on projects, and it's a good bet they have some truly valuable feedback—isn't it worth a bit of your time to listen to them?

As we all know, a team leader has a lot on his/her plate, not the least of which includes boosting individual team member productivity, team effectiveness, and overall organizational success. You've already seen to it that your team is comprised of all the right people, with the right skills, knowledge, and motivation; a focused group of pros that have a clear understanding of the deadlines, milestones, and expectations relative to the project. So, take advantage of all those wonderful minds.

Set a monthly team meeting that has nothing to do with milestones or deadlines, and everything to do with teaming and sharing ideas. Then open the floor to feedback. You can go into the meeting letting everyone know that any thoughts or suggestions that all agree have merit will be brought to the attention of the stakeholders, without offering any guarantees. This at least gives your people the opportunity to be heard. This alone should increase team cohesion, motivation, and productivity. Feeling like part of the project, and not just a cog in the project works, helps everyone feel like they have more of a vested interest in a successful outcome.

It becomes a win:win:win situation - your team is happier, management likes the camaraderie and output, and your job is just a bit easier.

Do you encourage your team members to offer their thoughts and feedback? How has it worked for you?

Last week Ty Kiisel posted a blog about pulling the plug on a good project gone bad. It got me thinking about a project a former employer initiated a few years ago. I was brought in late in the game and asked to review it from the sidelines, as my director suspected the project was going badly, the vendor was off track, and the company was wasting money.

I reviewed the project and found a number of issues that needed to be addressed, but as is typical in the case when project management is spread out over too many people or non-existent, I heard excuses and a reminder that I was not the PM. So I contributed content when asked to do so, watched the work "progress," and wondered at what dollar amount someone would cry uncle. It actually took another year and about a million dollars to get to that point; a shame really - it was a very good idea, just executed very poorly.

The point here is that this project went way over budget and way off schedule because of one thing. Ego. The CEO. who gave the thing the thumbs-up in the first place, was simply not willing to see or admit that it was just not working. Don't get me wrong, I'm not saying to just give up whenever things get difficult. I'm just saying there is a point when you're throwing good money after bad and it's time to review your options.

As Ty mentioned in his post, all project based work should have a solid start-to-finish plan; and that plan should include an exit strategy in case things just don't work out. Also, it is never a good idea for a company to hire an outside vendor and then not assign project management oversight to an internal person. In this case, the vendor answered only to CEO, and neither he nor the SVP of Marketing were willing to admit a mistake had been made and the project was a failure; it was only after both were let go that the project was abandoned.

Have you experienced anything like this? How far have you seen an ailing project go before someone recognizes a problem exists and is willing to pull the plug?

I was pleased to read in a recent Project Times article (Top 10 Project Management Trends for 2010) that "The Implementation of New PPM Solutions Will Soar." Of course, representing a portfolio project management software developer it makes sense that I'd be happy to see more companies adopt a PPM software solution. But to be honest, I'm pleased that people in the know (in this case, J. LeRoy Ward at ESI International) are convinced that "Program and project managers, under pressure from senior management to demonstrate project portfolio performance and its impact on the enterprise, will make the pitch for - and win - resources to implement project portfolio management solutions. This will provide the fact-based decision-making senior management needs.

I believe this trend to adopt comprehensive software tools, combined with the skills of trained project managers (see Ty's blog post "Six Keys to Successful Project-Based Work") will go a long way to improve the success rate of projects. Right now, about 66% of all project fail. I can't imagine anyone would complain if that failure rate dropped significantly.

Ward listed a number of other preditions for 2010 (metrics, governance, risk management, etc.) ... what are yours? What do you see changing and improving in project management in the next year or two?

Does a successful project management professional guarantee a successful project? Well, we all know there are no guarantees in life, but generally speaking I believe having a strong manager goes a long way toward ensuring the success of your project based work.

When a company takes on or initiates a new project, there's more to it than just setting a goal and throwing some resources at it. A project manager is not there just to gather data, create spreadsheets, and/or deliver reports. Anyone could do that. Successful project managers know that it's having the right people and implementing the right processes that leads to success.

Let's look at the key criteria that make a project manager successful:

1. They have a realistic understanding of the project objectives—what "success" will look like. They make sure the objectives are correct for the project and for the customer, and also line up with the overall company strategy. They have read and understand the entire project spec, and know what it will take to complete it.

2. The successful project manager will involve all the right people right from the start to determine the best path to achieving the objectives laid down in (1), and translate that into the right deliverable(s). They will involve all the project stakeholders and insure each one has the same understanding of the project goals and objectives as the people performing the individual or group tasks that make up the project.

3. They are able to hang tough, no matter what. When change requests come through (and they will) the successful PM can be strong and just say "no" when the next great idea for an improvement comes along that will add to the 'coolness' but not to the value or the project objectives. If it doesn't add to the value or positive ROI it's a no-go. Easy to say; hard to do. But necessary to keep on schedule, on budget, and on target.

4. The successful PM has the ability to learn from others' and their own mistakes. They are able to keep the timeline and the project clean and simple, choose quality over everything else, and deliver exactly what's been asked for; no more and no less.

5. They gather the best and the brightest team members available and set each to work doing what they do best. Building a good team and getting to know them creates a positive and effective working relationship as well as a strong and cohesive team dynamic. Keeping the lines of communication open—with the team, up the line, and across other teams and departments—practically guarantee the project will succeed.

It's clear to me that the experience, character, and leadership abilities of the project manager (ideally, combined with the best available project management tools) will lead a team to deliver a project successfully, not the reports, charts, and presentations he or she prepares along the way.

Has this been your experience? Do strong leaders deliver successful projects? Or are there other variables that factor into the equation?

A Better Way to Get Work Done in 2010!

(This blog post will be a bit of a departure, as I plan to (gasp) talk about my company.
But it's exciting news and I believe it's worth a couple minutes of your time to read.)





Registration opens today for the 2nd annual AtTask User Conference, to be held May 11-13, 2010 at the Marriott City Center in Salt Lake City, Utah.

About the conference
Join @task users from around the world as we address key issues confronting organizations that are looking for ways to improve processes and increase business efficiencies.

Who Should Attend, and Why?
Portfolio Project Management experts and industry analysts will share insights and advice on how they leverage project management best practices to make their businesses more effective and competitive.

Attendees in 2009 ranged from project managers to CIOs and CTOs. Anyone interested in or looking for information about current project management best practices and/or project management tools should plan to attend. @task users will benefit from breakout sessions with other users, experts, and consultants. Anyone involved with project based work will benefit from attending this event.

There will be panel discussions on methodologies, one-on-one project training, and informative keynotes by industry experts, as well as great food, terrific networking opportunities, and entertainment. Utah is beautiful in May - there's still snow up in the mountains for you skiers and the valley is blooming with spring beauty and is quite warm.

Early Bird Discounts
Register before February 26, 2010 ............................. $100 discount (Full price registration fee: $799)
Register two or more people ....................................... $100 discount per registrant

Book a room at the Marriott City Center by 2/26/10 .... $100 discount off event registration
Book a room at the Marriott City Center by 2/26/10 .... $139 discounted hotel rate

I've read that "...good project management software will do all the hard work for you."

??? Isn't that sort of like saying a can opener will open a can for you? A tool is only as good as its operator, and looking to the tool to provide all the answers without including the all-important human factor is a recipe for failure.

So ... you've just licensed a terrific PPM software application. Remembering the most important asset you have is your team—the people who use that tool—you should now consider that the the very next thing they will need is training. I know, I know, you don't think PMs need directions, instruction manuals, or any help at all because after all, they're pros. Guess what?  For any tool to be utilized effectively and efficiently, you have to understand it. Even the most experienced project manager can fail if they are given a tool to use but zero training on how to use is. The fact is, PPM software is a powerful tool that can, when used correctly, streamline your processes, increase efficiency, and turn problem projects into successes ... when used correctly.

Still not convinced? OK ... here's a list of some of the things we teach our users here at AtTask: basic project and task creation, organizational setup, reporting, interface configuration, internal support systems, data migration, integration overview, implementation best practices, system organizational structure, detailed task configuration, issue management, team management, updating projects, tasks, and issues, basic help desk management, utilizing the business case and capacity planner, customization of the interface, custom data use, financial management, milestones and baselines, time sheet management, and portfolio management. As you can see, there's a lot more to it than you might have thought.

By helping your people learn how to use the software, you maximize your investment, minimize frustration and lost time, and empower your workforce to focus on those activities that will provide the most value to your organization.  PPM expert and author Harvey Levine calls it, "Bringing the organization to a desired future state."

What is your desired future state? How will you get there? Interesting questions for the first week of the new year ... share your thoughts in the comment section.


Oddly enough, one of my biggest project successes was actually a colossal failure. In this case, I was the marketing director for a large mall in LA and increasing traffic in order to increase sales for the stores was my raison d'etre. I brought in an event that got a ton of media and customer attention, and resulted in a full house (in center court). Store managers were thrilled with all the extra bodies - hence the "success." At least, the event (a talent scouting tour for the old "Puttin on the Hits" show) organizers were thrilled. The failure? Not one of those bodies left their seat to go shopping. All they wanted to do was watch the show. So... I got the bodies in the door, but that's as far as it went.

When it comes to determining success, sometimes it all depends on your perspective and what you're measuring.

It's important to do a "post-con" at the end of every event, regardless of whether it's a conference, a trade show, a football game, or project based work. Discussing (debating?) what went right, what went wrong, and what could be done better to improve performance in the future ... this is the only way to prepare for the next event, game, or project.

Anyone tasked with project and portfolio management knows there will always be another project to manage; it might be similar to the last, or completely different in spec and intended outcome, but the process is always going to be the process. If you're lucky you have a business project management software tool to help you keep your project organized and on track. But even if you don't, you always have the combined knowledge and experience of your team members ... you just have to remember to use it and not be afraid to try new things.

Albert Einstein defined insanity as "... doing the same thing over and over again and expecting different results." If something didn't work the first time, why would you repeat it? But if you don't look back and determine what things you did that could benefit from some changes, you'll never improve your personal performance moving forward.

With that, I wish you all a very Happy New Year, and hope 2010 will be everything you hope for.

“The achievements of an organization are the results of the combined effort of each individual.” -Vince Lombardi

Organizational Silos
Almost every organization, as it grows beyond the start-up stage, develops silos. It's a tried-and-true, traditional way to organize and departmentalize a business, and it offers a level of comfort to employees and management alike. They know where they belong, what is expected of them, and who they report to.

By the same definition a project team can be seen as a siloed group—all members working together toward a common goal: the successful completion of project based work. This silo provides the right combination of talents and expertise needed for the project, and promotes strong team cohesion. Combine that with online project management software that promotes team collaboration, and you have the makings for a successful project.

But does that make silos right for an enterprise that hopes to succeed? I don't believe it does.

Teaming works and is necessary; no argument there. The problem as I see it is that teams can become so insular and isolated they tend to forget to communicate outside of their (imaginary) walls. Even within a department (IT, Marketing, Sales, etc.) those doing disparate activities can get so focused on completing tasks and checking off to-do boxes they often ignore dependencies and can duplicate work. How many times have you seen an email go out to a number of people in different departments that ends with the words 'take care of this'...? Without communication between those siloed departments, many people will take on the one task. What a waste of resources!


Help or Hindrance?
Silos, in my opinion, are a detriment to communication and in the long run a serious impediment to any business that hopes to succeed. But how do we overcome this?

In the area of project management, it's probably on the PMs to set time aside each month or so to create bridges between teams, or even create a cross-functional team, to share successes, breakthroughs, and new ideas. This will benefit the individuals, the teams, the projects, and the company as a whole. Communication is still key to success, and anything that promotes team collaboration across the enterprise will help eliminate silos and lead to a stronger organization.
 

 

Agree? Disagree? What are your thoughts about the effectiveness or lack thereof of silos in the workplace?

I read so many blogs and articles about project failure, I thought it might be nice here at the end of the year to write a short post about a project I just completed successfully: my daughter's wedding.

This was a short term project (2 months, start to finish) with NO wiggle room on delivery date, a limited budget, and the seriously high expectations you would expect from a bride-to-be. We did not have the benefit of project software or even a formalized work management plan; we had two kids who couldn't make a decision (the stakeholders), a couple of headstrong moms (the PMs), and more than a few A-type personality aunts (the team). We met, made a task list, created a time line, divvied up the tasks, exchanged email addresses, and went to work.

We set up a fairly typical project based work process, where everyone knew what they were to do and by when. We communicated at least weekly, and kept the lines of communication open at all times. We brought in social Media - texting photos when we needed feedback and posting the announcement on Facebook. We pulled in the bride when approvals were needed, and just powered through. Cost overruns in one area were immediately compensated for in another. Change requests that made no sense to anyone and added nothing to the final product were either worked in (for the most important stakeholder), or were turned down with a gentle "I'm sorry, but no." Side projects (Christmas) sidetracked resources for awhile, but we made up the time losses and kept going. Failure was NOT an option.

On Saturday the 26th we converged at the venue and brought all the disparate elements together. At 3:50 we declared the project ready to launch. At 4:00 the wedding march played and my daughter walked down the aisle and into a new chapter of her life. The project was  successfully completed.

And yes, my other daughter caught the bouquet ...
 

Why is it so difficult for us to say "no?" I'm not just talking about project managers, I mean everyone - but let's focus on those engaged in project and portfolio management for a moment.

As a project manager working with a client team, an exec team, a content creation team, and all the other outlying groups that keep a project going, I was often asked by one or another of the group members to add here or tweak there. If it was reasonable and didn't have any overt negative consequences I would usually say OK. Big mistake, as it turned out. I inadvertently set a precedent of always saying yes, and so when one of the creatives suggested what he felt was a very cool addition to the spec and I said "no" he 1) flipped out, and 2) took it personally.

I believe it's incumbent on a good PM to let the team know at the outset of a project that all request and suggestions for improvements are welcome, but that few will be acted upon. Each request would have to face the following questions (at a minimum):

1. Will the change add significantly to the outcome of the project? Just because it's cool doesn't mean it's necessary.

2. Will the change adversely effect resource allocation, costs, or completion time? If the answer to any of these is 'yes' the next question has to be:

3. What can we give up to incorporate this new aspect or element?

The upshot is we all want to be the good guy and our instinct is to be agreeable and say "yes" to everyone. The fact is that in any work management process we need to include our instincts as a viable project management tool, and carefully review the project for any and all potential ramifications of a requested change. Then, make the thumbs-up/thumbs-down decision based on the results of that review.

How do you handle the yes/no issue?

Just what is portfolio management?

It's not "The art and science of making decisions about investment mix and policy." At least not in the project and portfolio management arena. The best definition I've found describes it as an umbrella for all project based work associated with a specific business unit or a specific technology.

Why is it important? Beyond the obvious need for an organization to have insight into the numerous projects in progress, it gives management a way to organize and prioritize projects based on predetermined criteria, including overall value, financial and human resource implications, and other strategic initiatives determined by company leaders. So the definition of financial portfolio management might not be so far off after all - getting visibility on the current and proposed mix of projects in order to optimize the company's "big picture" overview of investment, cost, and benefit against strategic goals and available resources. This allows the organization to focus on the projects that should be done, and cancel or shelve any that can wait or should be dropped altogether.

PPM (Project Portfolio Management) also makes resource allocation easier to manage, as overall visibility into organizational needs helps managers avoid the problem of over-committing key employees. It asks the questions: What projects are we doing? Are they the right projects? Are we doing them correctly? Are they providing the best ROI?

This results in a lot of information to process and evaluate.

PPM software can help make sense of all the data. By grouping all projects into a manageable portfolio, projects and tasks are linked to measurable metrics, including milestone paths, groups, objectives, and etc. This can also include proposed or future projects and impact their timing. A good PPM software program will provide the ability to search, group, chart, aggregate, and display project data in user-defined dashboards and reports that will aid management in decision-making. Capacity planning and realistic resource allocation is now possible, as well as visibility into any negative impact one project may be having on another.

It's important to do projects well. It's also important to do the right projects, insuring an organization focuses its resources on initiatives that will create the greatest return. Portfolio management is critical to an organization that engages in project based work and wants to maximize their project portfolio success rate.

As we (finally!) near the end of 2009, some of us are starting to spare a few minutes to think ahead to 2010 and how we can do a better overall job of work management, specifically with regard to our project based work load.

Obviously, there are a whole lotta pieces (tasks) to each project puzzle, and each has to be logged and tracked and monitored and put into place, because one task typically depends on the successful completion of another. It's the accurate monitoring of these dependencies that can make or break a project, and this says to me that the use of PPM software is one very good way to help insure a successful outcome.

Dependencies are the relationships that exist between project tasks; each successive task depends on the successful completion of the previous task. There are four types of process dependencies (Finish to start, finish to finish, start to start, and start to finish) and three types of causal dependencies (logical, resource-related, and preferential). When you have a small cookie-cutter project with a straight-line set of tasks all being done by a team in one location, the list of tasks and logical flow (logical finish to start dependency) could be posted and updated on a whiteboard.

But what if you're handed a complex, multi-faceted, multi-year, multi-geo project with dependencies that run the gamut? You could still write all the tasks and due dates on a whiteboard, but how will you track them? And how will the team members and execs in other offices know what's going on? This is when online project management software for tracking and collaborating becomes not only a good idea, but a necessity.

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There are a lot of business project management software programs out there, and you will want to select the one that has the most value for you and your company. To learn how Mover's Suite Software tracks multiple dependencies as their implementation process moves from one stage to another, CLICK HERE.

How does your team handle the issue of task dependencies? Please comment in the space below and share your experiences.

Is outsourcing Project Management the right thing to do? I'm not talking about off-shoring customer or tech support, or manufacturing; I'm just talking about an On-Demand Project Management professional hired on an as-needed basis.

Having been laid off from an event project management position last year and replaced with a consultant, you might think I'd be against outsourcing. But the fact is, it makes a lot of sense to me, especially in the cases where a company takes on a new project but cannot afford to take on a new project manager.

Businesses need to cut costs and increase profits. Businesses also need to get business done.

In order to accomplish both, companies ask their employees to wear many hats and perform well in all of them, spreading those employees too thin at times. But employee overhead is a huge cost of doing business, so companies delay or freeze hiring, especially in a flattened economy. The result? Oftentimes things slip, or everything is done but nothing is quite up to par.

When a new bit of project based work demands a leader with experience and the time to focus on it - outsourcing is the smartest solution. if you select the right person for the job, you have an expert, experienced PM dedicated to that project, contractually obligated to meet your budget, timeline, and quality specs (with penalties for unmet obligations), and to whom you don't have to pay benefits, taxes, or bonuses. Because they want to be on your RFP list going forward, they (should) bend over backwards to please you. Personality issues shouldn't be an issue for the same reason - they are not only trying to add a win to their own portfolio, they want you to like them, pay them, and bring them back for the next project, and the next.

Additionally, a good PM consultant can look at your project with fresh, unbiased eyes, and bring a new perspective to the table. They tend to follow best-practices rather than be swayed by historical company methods, and can help produce a top-quality deliverable. The fact is, there are a lot of really good people out of work right now who are consulting, and doing an excellent job of it.

Of course, it's the responsibility of the stakeholders to monitor the work of the consultant to insure the work is being done properly and in-house resources are being used optimally. A good online PPM software tool used by both internal and outsourced team members will help insure top-down and bottom-up visibility into the status of the project at all times. Are there risks? Sure there are; but there's risk in any venture, isn't there? I hired a painter awhile ago - he came highly recommended and has been in the business forever. Sadly, he just hired a bunch of unskilled guys to do the actual work and I ended up redoing it all myself. But I think that's the exception rather than the rule. And I'm not saying "Fire all the PMs and bring in a parade of consultants;" I'm just saying there are times when added work doesn't have to mean adding to the payroll - just outsource it.

What have your experiences been with outsourcing project management? Are you for or against the practice?

Project Management is ultimately about getting and using the right team, tools, and techniques to get the job done. One of the traditional ways to measure whether a project's objectives are being met is the Triple Constraint. I've seen it defined a number of ways:

scope|cost|schedule
scope|resources|quality
time|cost|quality
time|cost|resources

...an equilateral triangle that has to remain equilateral as elements are adjusted over time.

Actually, the first time I heard it explained was when a former co-worker—after hearing a long wish list of bells and whistles an exec team wanted in an upcoming trade show booth—said, "We have to deal with certain limitation realities, especially with regard to timing - as the show will happen whether we're ready or not. So, you want it good (the bells and whistles), you want it fast (in time for the event), and you want it cheap (of course). Pick two, 'cause that's all you get."

His outlook is valid in some situations, but I don't think it shows the whole picture; the triangle should be viewed as another tool in a PM's arsenal to help gauge that a project is running efficiently and to help keep it on track, not the only tool; the use of PPM software can help monitor this. But a good PM knows better than to focus solely on the elements of the triangle, causing the triangle to manage the project manager. As a work management tool, the triangle should act more like a red flag.

While it's true that when one of the three elements changes the others must change as well, it's necessary to the ultimate success of the project to include a number of other factors into the mix: quality/operability (is it right; does it work), risk, customer satisfaction, executive satisfaction, and team satisfaction. What it seems to come down to is communication (again).

If the client decides to change or add to the features list, it's up to the PM to make it clear to all the stakeholders that other things may either have to change or suffer. A lot depends on the initial agreement, the change control process, the relationship with the client, and how much wiggle room was included in the original estimates, but in any project based work, a shift in one piece will likely cause a shift throughout. By letting the client know right away that their request might effect the delivery date, the cost, or the quality, you put any trade-off decisions squarely into their hands, with known consequences.

Bottom line: Manage the Triple Constraint Triangle, don't let it manage you!

Last week I shared my favorite blogs with those of you who might possibly care. Of course, I was under a deadline and so wrote the post too quickly, leaving off quite a few blogs I visit regularly, both for content and for the bloggers' personalities :)  So ... I think I'll just take a page out of my pub-crawler friends' handbook and call this "the other half:"

IT Toolbox's blogs
Project Management Tips
PM Student
Managing the Work
Projects@Work blog
Project Management Blog (except the logo/mark - that's a little creepy IMO)
The Art of Project Management
Gantthead's blog
CIO.com's IT Project Management blog
Project Management Best Practices
PMCrunch
DeliveryDemon (another blog written in the 3rd person, but both astute and amusing)

Portfolio management, project management, work management, project-based work, etc. etc.  ... so many names for what is basically the same thing—finding the best way to get the work done. And so many really excellent resources in the hundreds of project management related blogs out there offering advice and sharing experiences. The preceding list ... which completes my personal list of go-to sites (to date) ... reflects only those sites I read on a regular basis. Please feel free to leave a comment adding your blog or your favorite blog to this (growing) list.

A few weeks ago I wrote a post about the connection between project management and social media, about how social media can improve the communication between project managers and their virtual teams. Now, I don't think I went far enough; improving project management in virtual teaming is just a small piece of what social media offers to project managers - to anyone, really.

I belong, as do most of you, to project management related groups on LinkedIn, Facebook, and Twitter, and subscribe to many, many blogs and other related sites. As a marketer/social content contributor for a Project Portfolio Management Software company, I read them to keep myself updated and to find interesting tidbits to share via Twitter and etc. What I realized (in a recent 'oh, duh' moment) was that all of you use social media sites to be better managers.

It used to be that if you wanted some real, honest-to-goodness peer networking/educational opportunities you had to travel to user-group meetings or educational seminars to find them. There were bulletin boards and association websites, and perhaps the odd blog or wiki that could help a bit, but those were mostly either one-way or so badly organized as to be virtually useless. And of course there are books on everything ... but who's willing to take the time to read them?

Today, anyone who wants to learn something, share something, ask, answer, or merely comment on a discussion can do so via social media. Truth is, there are a lot of tasks to complete and too much information out there to sort through yourself. So, anytime you find yourself or your project stuck on something new to you, a quick tweet or post on LinkedIn or shout-out from your own blog will bring a range of possible solutions right to you. It's not just about expressing yourself, saving on postage, or finding new friends any more ... social media has eliminated all the walls and boundaries that once limited peer collaboration and ongoing education.

A year ago I though Facebook was just the newest MySpace, and avoided it. Six months ago I thought Twitter was just silly. Now I spend most of my day on both, and they are not silly at all  - they are one of my best project management tools. And it no longer matters if you're competitors. We're all getting along! Moms everywhere should be thankful.

And with that nifty segue, I want to wish all of you that celebrate it a happy Thanksgiving. Next week - the second half of my Favorite Project Management blog sites list.

Do you need to tackle even more work across the enterprise without killing your budget? Do you want to see practicality in the midst of turmoil? Broader visibility and flexible frameworks are essential to effective Portfolio Management.

Good  news—we are hosting an exciting and informative (free) Webinar on December 2nd: Next-Generation Project Management: 3 Essentials That Will Drive Success.

Register for the webinar and you'll hear Margo Visitacion, Vice President of Forrester Research, outline common sense approaches for building a next-generation Project Management engine that’s aligned with your organizational objectives. You'll learn to:

• Build in flexibility
• Increase visibility without creating barriers
• Open the door to broader 'work' types

In addition, Ben McIntosh, Manager of Commercialization for Rawlings, will share how Rawlings is leveraging a flexible portfolio project management framework to accelerate new product introduction, realize earlier market penetration, and increase market share. (read the case study HERE)

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Ready to Register? It's easy.



Date: December 2, 2009
Time: 9:30 am Mountain time (8:30am Pacific | 11:30am Eastern
Cost: Free
Registration: Click Here



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