The Project Coach

Let’s start with a definition of social media.  According to Wikipedia  (and that’s an obvious place to go for information about this topic) “Social media are media for social interaction, using highly accessible and scalable publishing techniques. Social media use web-based technologies to transform and broadcast media monologues into social media dialogues.” The last part of that explanation is really powerful for project managers, as we strive to turn monologues into dialogues.  › Continue reading…

In my final article on requirements development, I want to discuss the processes involves in eliciting requirements from business stakeholders.  There are several commonly held techniques that are used for gathering requirements from business customers.  Some of these methods are specific to software systems or systems with some type of user interface, and some are applicable to › Continue reading…

I am on vacation in Taos, New Mexico this week with my husband and 15-year-old nephew, Evan, who spends every summer with us.  We are staying in a very nice condominium and having lots of adventures: a llama trek, river rafting trip, horseback ride, visits to the Taos Pueblo and various art galleries, restaurants, historic markers and other areas of interest.    Like any good project manager, I spent a considerable amount of time planning for this trip.  I did a lot of research on places to stay and restaurants to visit.  I researched different vendors to determine who to book our activities with, and I reserved in advance.    I also have a “standard packing list” of additional items that I bring whenever we stay in a condo: a good cutting knife, two good cooking pans, coffee, tea, extra kitchen towels, etc.  My planning efforts paid off enough that › Continue reading…

In previous articles we’ve discussed requirements from several viewpoints.  We’ve examined the characteristics and attributes of good requirements and differentiated them from business rules.  We’ve discussed the merits of developing requirements in a cascading fashion from business goals through related objectives to enable prioritization.  We’ve also looked at techniques and templates to aid in remembering categories of requirements to explore.  Requirements are so important a topic I could probably discuss them for weeks, and who knows maybe I just will.  Requirement documents can take on many fashions and styles and this week’s focus will be common formats for their expression and capture. › Continue reading…

Since we are on the topic of troubled projects, I started thinking about what has now been branded the Deepwater Horizon Response Project.  This situation has similarities to many project calamities one might encounter in the course of dealing with internal or external customer organizations.  A customer organization messes up, BIG TIME, and you have to step in and turn it around. 

In this case, the project manager is retired U.S. Coast Guard Adm. Thad Allen, who is in charge of the federal government’s response to the oil spill resulting from the April 20^th explosion at one of British Petroleum’s (BP) offshore oil rigs in the Gulf of Mexico.  › Continue reading…

In our previous 2 articles, we’ve discussed how business requirements should originate in a cascading manner from goals and objectives, to assist in assigning their relative priorities.  We also reviewed tools that can be leveraged to help us remember the different areas or categories of requirements to capture.  But now let’s step back and consider, just what is a requirement anyway, and what is it not?  › Continue reading…

In her blog last week , Cindy Vandersleen talked about the challenges of gathering requirements and how the devil is always in the details.  I think many people would agree with this assessment; I know I do.  My best practice for gathering a comprehensive set of project requirements is to build a Requirements Template, and this week I’d like to share with you some tips for creating a model that your organization can use again and again to collect a comprehensive set of requirements and manage scope creep from the word “GO”.  › Continue reading…

There have been many articles written about requirements development from many perspectives.  I happen to believe this is one of the hardest tasks of any project, and one of the key contributors to scope creep.  As the initial scope statement is defined, everyone believes they understand it.  But the devil is always in the details.  As detailed requirements are elaborated from the scope definition, the misunderstandings emerge and the estimates in time and resources get blown.  Now as project manager you are faced with the all too familiar triple constraint dance of getting permission to add more resources, or time, or reducing some of the requirements. › Continue reading…

We all know that developing the project team is a responsibility of the project manager.  In broad strokes, we know that “developing the project team improves the people skills, technical competencies, and overall team environment and project performance”. (Project Management Book of Knowledge, 4^th Ed., pg 230).  

We know that it’s important to put some effort into the team dynamics.  We plan team building activities, and can find a plethora of ideas on how to use team building events to improve communication, build trust and learn to solve problems and make decisions as a group.  If you have ever been lucky enough to engage is some high quality team-building exercises, you know that they really can provide some value.   And sometimes we hold team-building exercises as a way to reward the team for hard work and a job well done – just a chance to let people who have toiled together, through moments of panic and hours of boredom, kick back and have some fun. 

But in the heat of the battle, it’s easy to forget that the project manager actually has a responsibility to develop the individual project team members.  › Continue reading…