Items related to Applying Project Management in the Workplace
Synopsis
A pragmatic guide to applying the tools and techniques of Project Management to common workplace activities. Specifically developed for those who complete projects in business and other organizations, often without the benefit of managerial authority. Contains complete descriptions of planning processes and implementation techniques. Also includes 21 project planning and management checklists; 11 project planning and management forms; and, 14 problem-solving tools. AUTHOR COMMENTS: This book is the result of many years of research into the available information on project management and experimentation with the various concepts, tools and techniques I've found. This book is the culmination of a search for tools and techniques that work in the internal business environment. In the years I have been a project manager and have taught project management, both in the university and community college arenas and in numerous public and private sector organizations, one thing has become glaringly obvious: Employees working on projects inside organizations need simple, portable, flexible tools to plan and manage their projects in order to succeed.
The concepts, tools and techniques in this book are aimed at addressing the particular needs of employees working on projects developed by, or assigned to them as part of their work. I have tried to include more tools than any one project manager would ordinarily need with the intention that the reader try several options and choose and adapt those that work best in their individual circumstances.
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About the Author
Jeff Crow is president of Crow Development Corporation. Headquartered in Portland, Oregon, Crow Development serves clients world wide.
Jeff is the developer of this innovative project management methodology. He has over twenty years experience in business and organizational development and training. He and his associates provide consulting and customized training in project management, process improvement, organizational effectiveness, strategic planning, operational planning, and team development. His clients range from small, family-owned enterprises to multi-national corporations, government, and non-profit organizations.
In addition to his consulting practice, Jeff teaches a number of courses, seminars, and workshops for Portland-area colleges and universities. He is the faculty advisor and an instructor for the Project Management Certificate Program at Portland State University's Professional Development Center.
Excerpt. © Reprinted by permission. All rights reserved.
Chapter 4: Project Planning. Project planning is the most critical single activity on any project. Without a well-thought-out plan, your project is in trouble before you ever start to work on it.
Several points need to be made at the outset:
Project planning, at least at the beginning, is a sloppy, chaotic, confusing process.
Project planning is best done by at least some members of the project team as a group activity. It can be done by a single person, but the process presented here is intended for, and results in a better end product when done by, a group.
Project planning is a repetitive process it is done in "layers" and the "layers" are created in successive passes through the plan. In the first several passes, flexibility is the key to success. If you try to finalize your plan from the beginning, you'll find that you have forgotten pieces; others are out of their correct order; details are missing; etc.
Project management software is just that project MANAGEMENT software. It is not designed as project planning software and is not, in most cases, appropriate (or even usable) for the planning activity.
Project plans are almost never "set in stone." At best, they're set in semi-firm Jell-O . The chances that some part of the plan will need to be changed as the project progresses are almost 100%.
The finished project plan is the source of all the management tools necessary to track and control the project.
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