《PM for the unofficial PM》读书笔记
2022-05-06 21:23:46 0 举报AI智能生成
给非正式项目经理的项目管理书
作者其他创作
大纲/内容
Unofficial PM
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)
achieve project success with right mindset, skillset and toolset ("3 set")
Success = People (1+4) + Process (5)
5 measures of SUCCESSful project
expectation: business outcome
resource: in an optimized manner
morale: often being neglected, critical for team to move on
deadline
budget
Lead PEOPLE
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)
4 “REAL" behaviours for informal authority
demonstrate Respect: offer help while talk straightly
clarify Expectation: individual contributions towards "big picture"
practice Accountability: walk your way firstly
Listen first: let them talk first, then inspire
Manage PROCESS
EVERY project runs through ALL 5 process groups
Initiate: expectations from (key) stakeholders
Plan: deliverables with defined budget, timelines, schedule
Execute: make sure everyone on track
Monitor & Control: ongoing efforts throughout project lifecycle
Close: check results against desired outcome, document lesson learnt
Initiate
Mindset
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!
Stakeholder
who: involved or impacted (people & org)
how: brainstorming with parnters or coworkers
Don't missing anyone (blindsided!)
Key stakeholder
who: determine project success or failure
how: "DANCE" tools
Decisions
Authority
Need
Connections: the "well-connected"
Energy
esp. for negative energy
contains hidden agenda and politics
"REAL" foundational behaviours
neutralize negativity
Interview with key stakeholder
Ground rules
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
outcome: key stakeholder interview
Purpose: reason
Description: details of deliverables (how, what, when)
Desired results: deliverables
Exclusions: out of scope
Communication: who, how and how often
Acceptance criteria: who and how to sign off
6 Constraints: Scope, Quality, Resource, Budget, Risk, Time
Question funnel
Open: broad
Detailed: drill down
Close: validate
decode by asking / verifying again (and again)
Project Scope Statement (PSS)
What
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)
How
same form as key stakeholder interview (combine!)
3W (why, what, when) + 1H (how)
Most important with Exclusions and Contraints part
Plan
Murphy's Law: Anything that can go wrong, will
Risk Management Plan
Risk: a list of things that could go wrong with the project
Score: Impact (0-5) x Probability (0-5) , need a strategy if > 12
Strategy: TAME
Transfer (to others)
Accept (and deal with it if occurs)
Mitigate (by reducing impact and / or probability)
Eliminate (by making it go away)
Who: will be responsible for the risk
Work Breakdown Structure (WBS)
consist of project deliverables (and its components)
Toolset
Mindmap
Linear list
Post-it Note (for brainstorming): duplication means higher priority
Gantt chart (Project Schedule)
Deliverables: "What"
Components: breakdown of "What"
Activities: "How"
Predecessor
Duration (see C.P.)
Earliest Start (ES)
Earliest Finish (EF)
Who
critical path (C.P.)
dependency
finish-to-start: one by one
start-to-start: start together
finish-to-finish: finish together
project team
find the right people
assign right people to right task
(better) self-nominate: engagement
backup person (esp. for C.P. item)
duration
work (theoretical, for budget) vs. duration (real life, for schedule)
keep balance (overpromise vs. procrastination)
PERT
Optimistic (O)
Mostly likely (M)
Pessimistic (P)
Expected time = (O+4xM+P)/6
Milestone = decision point
How to identify C.P.
longest path
absolutely no flexible time
determine the duration of the project
mark each task with ES, EF, Duration then do backward calc
budget
external
materials
services
internal
work hours
hourly cost
misc. (10%) for contingency
may refer to similiar projects
communication plan (90% of PM time)
What
Who (initiator & attendance)
How (method & channel)
When (time & frequency)
take preference of target into account
keep your commitment!
Execute
Mindset: Engage people through consistent and shared accoutability
Why: accountability is the key to influcence others by informal authority
How
1st hold yourself accountable by fulfilling commitments
Practice "REAL" principles to team members
Team Accountability Sessions
Totally different from "project status meeting"
Focus on team scoreboard (schedule, budget, obstacles, solution to "clear the path")
Review on previous commitments
Make new commitments
Individual Performance conversation
Intent: focus on project outcome (not character or personality)
Facts: incorrected example or evidence
Impact: consequences linked to the big picture
Action items (on mutual agreement): be specific, follow up regularly
"Dual reporting relationship" a critical success factor but how to?
Monitor & Control
Transparant communication (good and bad) with stakeholders
Focus on expected & new risks and responses
Avoid abandonment and micromanagement (and even both - play hero!)
Project Status Report
"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 Change Request
Scope creep or scope discovery?
small changes can also lead to overwhelming
1st focus on "core list"
Impacts based on (6) constraint model (time, scope, quality, resources, budget, risk)
how to say no? Influence with "REAL"!
Close
formalize the learning for setting you (and the team) for future
Evaluate task list: go through punch list, no loose ends
Confirm fulfillment of project scope
success or failure is a matter of definition
time
budget
quality
business results
risk management
process improve
Complete procurement closure
Document lessons learned
interview with core team and users
What was done well?
What needs to be done better or differently?
Unexpected risk?
Process change needed?
Submit final status report
deliverables
signature
Archive project documents
Publish your success
acknowledge from higher-ups
share result with the world (media channels)
Celebrate
thank personally
reward with food
look forward to next
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