we often start project too casually true or false

Question

project management questions

 

Answer 1

Too often projects are initiated in a very casual manner without enough forethought to long-term planning.  This is always problematic, as it causes confusion among the project members who are performing the work, since they do not have a defined set of requirements or documented roles/responsibilities.  Additionally, the lack of formal project plan documentation assures the project team will be out of sync with the project sponsor, and the end product will therefore not meet delivery requirements.

The up-front work to plan appropriately is often seen as a time-consuming nuisance by inexperienced project managers, and is often ignored at project start. This leads to confusion and disorder across the project team and results in substantial time spent on damage control while also trying to develop a project plan with the project already in motion. In this scenario, the project manager will struggle to identify the sponsor’s business and functional requirements and communicate them accurately to those responsible for the work activity. 

Developing a thorough plan at the onset of a project provides a guide for all aspects of project execution. The project plan formally documents the approved requirements, the scope, the budget, the schedule, and is a means to communicate expectations and progress across all of the team members involved. It also includes definition of quality control, risk identification/mitigation planning and obligations for end-product delivery/integration. Purposeful and detailed planning at the start of any project reduces disruptions, minimizes cost overruns and keeps you on schedule while laying the groundwork for successful implementation.

Answer 2

This question has many layers to the answer.

The #1 thing the project manager needs to do is build trust and to show expertise in what they know to manage the team and to manage the project status. They need to establish leadership and respect and authority. They need to show respect of all stakeholders.

Question...Are the team members properly assigned roles based on their knowledge, their experience, or based on them knowing the right person? Find out if there is a hidden agenda in play.

If the project manager is a contractor and placed on the project to clean up the risk and fix a problem --- being casual, going out for non-work related dinners, drinks and social events-- it not going to speed up getting to the root cause of the project problem. Behavior of full-time project managers differ because they are there long term and must know how to manage fellow team mates based on personal relationships established. Temporary project managers can use a different approach to manage the team.

Casual can mean being overly friendly and trying to make close friendships.

Trying to win the team over.

That is not sustainable.

Not a good approach. Such behavior can lead to mixed messages!

Having a meeting (kick-off meeting) to discuss rules of engagement and plans for being less formal can also be part of the plan. Build TEAM CHARTER.

When communication and behavioral norms are not clearly established - it can lead to messages that causes problems and many times - delivers lack of respect of the role and lack of respect of the person in the role.

Showing signs of leadership can demonstrate niceness and a business approach of staying focused and all about the business success.

Confirming the project concluded with no casualty.

Meeting deadlines, confirming documentation is done and accurate.

Not wasting the customer's resources.

Holding the team accountable.

Rewarding the team for good work done as required.

Measuring project status to confirm metrics are met.

Confirming with customer if what they wanted is still accurate as customers many times change their mind and forget to tell the project manager.

Hope some or all of this reply was helpful to anyone taking time to read my response.

Elaine Jackson, BS, PMP, GPM- b, CB-PMO

Holistic Project Management Consulting

www.holisticpmc.com

20+ years coaching project managers to deliver best in class project results.

Answer 3

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