All projects, even those within the same organisation, differ enormously in their levels of complexity, in their size and, of course, in their objectives. Some may involve the development of a ground-breaking new product, others the delivery of something less tangible such as a new business process to improve efficiency.  But whatever types of project you might be involved in there are many common components that exist across all projects, large and small, simple or complex. Focussing on the elements that all projects have in common can help you to learn from other projects in order to avoid the mistakes and emulate their successes. And, just as importantly, in these uncertain economic times, they can help you transfer your project management skills to a different organisation, even one in a different industry.

It is important as a project manager to recognise that project management is starting to become viewed as a profession: one in which your experience, skills and qualifications really are transferable across a variety of industries. Whilst a project manager may have some specialist knowledge of the industry they are now working in, it is likely they have far more generic project management experience that will enable them to work in almost any industry. Just as a lawyer or accountant might work for a range of clients with different needs so a professional project manager can do the same. There are some industries (particularly some areas of engineering or IT) where some technical knowledge may be a pre-requisite but there are very many more industries where it is the project management abilities that are most important and where, indeed, someone from a different industry may have the advantage of bringing a refreshing new viewpoint and opinions about project management.

So don’t assume you are tied to one industry – work on emphasising the professional nature of your project management skills, get some up-to-date training or take a refresher course. Just as the more traditional professions do, take continuous professional development seriously and you could find a new world of opportunities opening up for you this year.

And if you need reminding of the key components of a project that are common to the vast majority of projects whatever the industry, try this list for starters:

• Statement of Business Goals
• Statement of Expected Business Benefits
• Business Impact
• Business Requirements Document
• Technical Specification Document(s)
• Project Description
• Project Priority
• Definition of Success Criteria
• Statement of Project Ownership
• List of Stakeholders
• Definition of Reporting Requirements
• Reporting Templates
• Communication Requirements & Method
• Budget Allocation
• Time & Cost Targets
• Feasibility with respect to available resources
• Detailed Project Plan
• Risk Assessment & Management
• Change Management Procedure

In different organisations it might be called the Project Office, Project Support Office or Project Management Office but whatever the term used this is essentially the same team or department with the same fundamental role – to ensure projects are run efficiently, reported accurately and deliver a measurable business benefit.

It is important in understanding the role of the Project Office to distinguish between their responsibilities for certain aspects of the project and the overall responsibility of the project manager, particularly when it comes to scheduling and reporting. The Project Office is not responsible for planning and scheduling the project or even for adjusting the schedule and, whilst they might be responsible for preparing reports in an appropriate format, the actual data present on the reports must be supplied by the project manager.

What the project office is responsible for is providing real value as a supportive team that ensures best practices are followed; that good, useful templates are available and that the project manager can be relieved of some of the tedious tasks to get on with the job of running the project. A project manager does not relinquish any responsibilities to the Project Office, but they can help projects to be executed more consistently and delivered more successfully.

Many project managers and teams view the Project Office as providing a purely administrative function and simply adding an unnecessary layer of bureaucracy. Sometimes on the surface of it, this is the function they provide, but they also provide (or should provide) easy access to all versions of your documentation and, perhaps more importantly, to the documentation from other projects in your organisation. The best project offices will make these data readily available where they see that some particular lessons can be learned from previous projects with respect to efficiency in the planning, implementation and control of the project.

Perhaps the key to a good relationship between the project office and the project managers is that the project office has a flexible approach to project execution and delivery. Not all projects are the same and sticking rigidly to one set of documentation, templates and procedures, even when they are clearly not relevant to certain projects, will just lead to resentment from the project manager and the project office failing to achieve their goal of adding value to the project.

On the other hand a project office that can deliver insightful reports with the right level of detail for senior management, yet still presenting an accurate picture of the status of the project, are freeing up the project manager for tasks to which he/she is better suited. This establishes a good link between project manager and senior management which is vital when the project manager needs to request additional resources or when senior management need to inform the project manager of changes in priorities and business objectives.

So learn to love your Project Office – they can help teams to learn from each other by providing an easily accessible central repository of useful documentation. And, by doing so, help you to improve your own projects. They also help to build good relationships with senior management and prepare and deliver meaningful reports showing project progress from both strategic and detailed levels. And they also minimise duplication of effort by providing tried and tested project templates. A Project Office usually includes team members who have undertaken formal project management training so they understand projects from the perspective of the project manager and the project team as well as from a management perspective. They are likely to provide many other functions but these alone are enough to help you appreciate the support that a Project Office can provide.

What is a high performing project team and how does it differ from a regular team? All managers recognize a high performing team when they see one. They are the people who can take a project and run with it, requiring little intervention from superiors before bringing the project to a successful conclusion. Unlike typical teams, the high performance team resolves its own conflicts through effective interpersonal communication. The high performing team is also centered on its purpose; individual members subordinate themselves to the task at hand. While the high performing team has a chair, every team member assumes shared responsibility for the successful completion of each project. Such a team is not dependent upon a single strong personality to pull the team along.

Developing a high performing team requires deep understanding of individual employee strengths and weaknesses. Each role on the team must be cast with a person well suited to the role, just as a movie producer must cast the right actors and a coach must have the right athletes in each position. It can be helpful to have an outside consultant help with the initial building of teams. An outsider may see things that managers miss in the daily grind. For example, a consultant may discover hidden treasures in employees who have been “flying under the radar” or anticipate problems with certain combinations of people before mistakes are made.

What are the advantages of taking extra time and effort to develop high performing project teams? Once superstar teams are in place, they are an enduring asset to the company—a form of intellectual capital. Well-chosen teams will improve with time and experience, with each team developing expertise with particular types of projects. Having several high performing teams in a firm means there is always a place to send the next big project. From the perspective of the individual employee, there is increased job satisfaction from being part of a successful team. Employees who have been cast in a role that uses their individual creative talents and temperamental strengths are in a position to improve their individual performance as well as that of their teams.

One disadvantage of creating high performing teams is the danger of assembling a team so autonomous it might lose touch and diverge from the larger company vision. Managers must be sure to stay in touch with the teams in their areas of responsibility. While high performing teams probably do not need much direct help with projects, they do need to know why the project is important to the company and how their projects fit into the firm’s overall mission. This disadvantage is largely avoidable and should not dissuade anyone from creating a high performing project team.

Regimes around the world have been crumbling as large protests amass globally. There is unrest among the civilian population who seek strong leaders free from corruption and greed. The Arab Spring has lead to overthrows in Libya, Egypt, Bahrain and numerous other surrounding countries. The Occupy Wall Street movement is sweeping the nation and protesters are refusing to back down. With large social media outlets available on-line, these revolutions never go undocumented and inspire countless other would be docile citizens to take action. These often justified up rises around the world beg the all important question; what makes a good leader?

Leadership qualities are determined by several characteristics. One of the most important traits in an effective leader is communication. People in charge need to listen to their constituents and their needs. In fact, it is commonly believed that a leader is responsible for serving its people; not the other way around. Communication means openness to new ideas. There needs to be a public forum in which people can inform of their grievances. A leader should listen to their people, hear what they have to say and develop a plan to meet their needs whenever possible. A leader who does not serve public interest is nothing more than a dictator.

Of course, it should not be expected that everyone will agree to any particular decision. This is where the ability to compromise plays a very important role. Leadership skills dictate that given a situation with several particular outcomes, it may be wisest to change initial thoughts and procedures. Compromise was once defined as, “where both parties leave unhappy.” This demonstrates that ruling with an iron fist is no longer acceptable and sometimes sacrifices will have to be made. It is foolish to think that any person is right all the time. However, an effective leader will be able to admit when they are wrong and change course to mitigate further harm done by prior actions in order to restore public support.

This being said, a good leader is not without a backbone. It necessary for a leader to be strong willed in the times where compromise is not a viable action. Like Winston Churchill in World War II or George Washington in the Revolutionary War, some pursuits are worthy of fighting for, even if it means casualties. A leader should be able to distinguish between situations that necessitate negotiation versus those which allow for no compromise. Furthermore, a leader should act as swiftly as possible. Procrastination is not an effective way to take charge.

A leader should not be corrupted by corporate interest. Previously stated was the importance of leaders to serve the people. While corporations may employee citizens of the country, often times, there are ulterior motives. Leaders should be able to rule without influence from large companies and do what is best for their country and its people. This means the ability to say no and standing by the citizens in their support.

If a leader is in a precarious situation in which they are not able to solve by themselves, they should be able to ask for help from allies and neighboring countries for help. Open forums, like the United Nations, serve as a global support system for countries in need of assistance. Leaders should only use these services when the situation is dire and the public interest is in jeopardy.

Taking these steps will create the most effective leader. Being open to suggestions and always ruling with the public interest in mind is imperative for success in today’s society. Remember, with high tech cellphones, the internet and social media outlets, the whole world is watching.

There is a wealth of information, advice, articles and blogs out there about the emerging profession of project management and these all, invariably, refer to project managers as if they were one breed. There is little distinction between the industry the project managers work in, or the levels of complexity in the projects they manage. And yet some types of projects are considerably more difficult to manage successfully than others.

One of the reasons that all sorts of project managers, in very different fields, are all classified together under one title is that fundamentally they are all doing the same job even if the details of what they do are very, very different. They all deliver something a customer wants by planning and managing a series of tasks aimed at delivering the product within a specified time and for a specified budget.

But, of course, the first point to recognise is that not every “product” is a physical thing. Some projects are established in order to change the processes by which a certain task is achieved (didn’t that use to be called Business Process Re-engineering?) or to enable a service to be provided more efficiently, or to move premises for a large organisation.

These types of project are very different from those that deliver a recognisable product such as a new technology gadget or a new building, which are again different from projects delivering a less tangible product such as new software.

So a project manager may be very successful in delivering simple projects in, let’s say, the manufacturing industry but may not be able to transfer those skills successfully to complex software development.

So what are some of the factors that distinguish a simple project from a complex project?

Financial Impact – Projects with a large budget will be inherently more complex because of the higher costs involved. Simple projects usually have relatively small budgets controlled and contained within a small department or division of a company.

Number of different departments, divisions or companies involved – A project being undertaken in-house by one department is likely to be a simple task. Whereas a project that involves deliverables from a number of different departments or companies will have interdependencies that generate complexity.

Legal or Environmental Implications – Projects with a significant impact legally or environmentally, the stakes are higher and so, consequently, is the complexity. There will be more requirements to satisfy, beyond the business requirements, than in a project with no such implications.

Range of Stakeholders – Any project with one or two stakeholders, with equivalent aims, is likely to be simple. Where many stakeholders exist, particularly where their aims may be competing, the project is bound to be complex, such as projects designed for a large community, a broad spectrum of users, or even a country.

It seems obvious then that the label of “project manager” can represent individuals with a wide range of different skills, training and experience. So how can a potential employer know that an experienced project manager actually has the right experience? How can they compare 10 years of experience managing simple projects with 3 years on complex projects? Fortunately the major project management associations have increasingly recognised the need for professional credentials that certify project management expertise at all skill levels.  Project management training is available for entry level qualifications such as the APM Introductory Certificate right through to the highest level credentials such as the Association for Project Management Registered Project Professional (APM RPP).

IT Project Management has become known as its own separate field which is maintained by a body of research and knowledge spanning fields with approved professional certification. The IT field is fast becoming more dependable, quicker and more affordable, the costs, complications, and dangers of IT projects keep increasing.

Extensive cited studies and reports show the majority of IT projects are either discontinued or completed over budget and/or over schedule and failed to meet the original instructions. Failure can be credited to several factors, most of them which are easily fixed. Companies have to recognize information technology as a long-term investment to be controlled and not just a cost to be managed. New techniques of IT project management welcome the socio-technical approach and see the execution of new IT systems as planned organizational revision.

IT Project Management is rooted on a project life cycle that is a group of well-organized stages that defines the life of a project from its beginning to end in order to explain, build, and carry out the product of a project — that is, the information system.

The Guide to the Project Management Body of Knowledge (PMBOK) explains nine understanding areas for understanding project management:

• Project Integration Management
• Project Scope Management
• Project Time Management
• Project Cost Management
• Project Quality Management
• Project Human Resource Management
• Project Communication Management
• Project Risk Management
• Project Procurement Management

These parts are all crucial to the successful result of any IT project and show the best practices in IT projects.

The start of an IT project begins with an idea and opening phase. This phase explains the project goal and measurable organizational value (also known as MOV). The MOV shows the real calculation of the success or failure of an IT project and is based on an organizational aim or master plan. Stakeholder examination and buy-in is a crucial function of this phase as well as the recognition and connection of the senior organizational sponsor. Another vital deliverable is the business case that interprets the project team, measurable organizational value (MOV), substitutes (if any), total price of ownership, total benefits of ownership, and the benefit-cost analysis of substitutes and recommended possible alternatives.

The next phase of the IT project focuses on the evolution of the project charter and project baseline plan. The project charter is an agreement between the organizational senior sponsor and the IT project manager that defines what is going to be, and needed to be, done, how it will be achieved, when it will be completed, and how much the total cost will be by the end of the IT project. The answers to these questions are clearly explained in the Project Charter or the baseline project plan and budget.

The next phase is the implementation of the IT project plan. This phase of the project puts the plan into effect. As work on the project moves forward, the scope, the schedule, the cost and budget, and the people, must be actively managed to make sure that the IT project reaches its desired goal. The communication of the project’s progress and operation production to the stakeholders is a vital component of the execution phase.

The concluding phases of the IT project require the official acceptance and assessment of the IT project. The rating of the IT project shows the critical importance of process advancement and improvement and the capture of organizational understanding for future IT projects.

Parallel Project Training offers a wide range of courses suitable for IT project managers including PMP certification from the USA based project management institute and APM qualifications from the UK Association for Project Management

In order for any project to have a successful outcome, a project needs a solid foundation. Before the work starts there must be the coming together of minds to agree the project objectives, scope and detailed activities to produce a working project plan. This will describe from start to finish how it will be done and in what duration it will be finished.

In the design of the project plan, the Project Manager is responsible for ensuring the process is completed with sufficient rigour and team involvement. There are a number of different ways in which a project plan can be established.  Whether one desires to use software that has been pre-planned or a course of action that calls for self-designation origin, all have certain commonalities that might include:

1. Measurable Goal Setting. There must an idea as to where the project is going and in a given timeframe what is to be accomplished. The goals must be obtainable and able to gauge. A given time frame must be set to complete a specific sector of the project assigned to certain individuals and that responsibility must be monitored, measured, and a record kept of events by an appointee. This is especially important in situations where each portion of the project relies on completion of another.
2. Identifying deliverables. Deliverables can be defined as changes that were made or something new that has been added to accomplish the goals. At any rate, the deliverable should be identified, stating what different steps were used, apart from the original, to meet the achieved goals. Make sure that deliverables are given to an authorized individual and approved.
3. Schedule Planning. Deciding how to use the timeframe that has been given to complete a project to meet the specified goal is important. This route will help one to understand what can be reasonably accomplished, use time wisely, provide extra time for the uncertainties, and to lessen overextension of oneself.
4.  Support plans. These plans include the process that will be used to accomplish the goals of the project. What approach will be used? What are the requirements for reaching the goals of the project?
5.  Back up plans. For every project that is planned there has to be some type of back up plan. If any part of the original procedures fail or has to be completely changed, there should be another avenue available to take its place. This will lessen the amount of set backs, reassuring that the time allocation that has been set for the project to be finished is met.

Benefits of Project Planning

• Timely completion of project. Time is of the essence and with project planning one can be assured that the project will be completed on target.
• Uninterrupted work flow. In addition, project planning will lessen the disruption of work and allow for continuous progression without a lot of delays.
•  Cost Control. The expenditure for the project will be decreased because the monies have been previously allocated and planned to the last penny as to what will be spent on what and when.
• Decreased changes. A work in progress is unsuccessful if there are many changes that have to be carried out and reworked. Project planning reduces these occurrences to the minimal.
• Keeps management informed. Project planning keeps management informed with timely reports as to the status of the project. No one has to guess or wonder what is actually going on, but information will be provided through memos, emails, etc.
• Stability. There is strength among the assigned workers when there is a project paln. Each individual has a clear understanding of what he or she is responsible for and when it is due. Project planning assures that the participants are running the project, instead of the project running them.

Training in Project PLanning

Parallel project training offer a wide range of courses in project management planning and project management. Please get in touch for details of our programmes.

Growing concerns about our current economic state are causing a large number of people to feel insecure about their employment status. It seems that job security is no longer a guarantee and this can cause even the most confident and qualified employee to lose these motivation. Lack of morale can negatively impact your team and infect your group like a disease. As a project manager, you may be faced with one of the biggest challenges of your career during these types of transition, especially with employees who anticipate the end of a project.

Project management may not yet be regarded in the same light as one of the traditional professions but more and more large organisations are becoming committed to improving the standards of their project management professionals in an attempt to improve complex project delivery. In the UK, organisations such as BAA, Costain and Network Rail are amongst those that already appreciate the benefits of the highest levels of professional standards in project management.

With the introduction of standards of professionalism such as the APM’s RPP (Registered Project Professional) credential it is becoming easier for project managers to acquire internationally recognised status which shows their ability to deliver projects to the very highest levels of excellence. This credential requires a project manager to demonstrate the following abilities:

• be a competent leader
• manage complex projects
• use relevant techniques, tools and processes

To obtain a credential such as the APM RPP a project manager must meet strict criteria regarding their previous project experience in order to be able to apply for registered status. They must submit a written portfolio of evidence detailing their past experience of large, complex projects and undergo a professional review in the form of an assessment interview. As in the traditional professions, the APM RPP also requires a commitment to continuing professional development (CPD).

But the benefits to individual project managers in terms of their career development are huge and will give them a distinct advantage over project managers without such credentials. Perhaps more importantly, it also improves the success rate of projects for employers. For many organisations the credentials of their project managers are an indication of the company’s abilities to meet their customers demand for professional completion of projects. It enables such companies to differentiate themselves from the competition and gives potential customers confidence that the project manager is highly competent in delivering complex projects successfully and in a professional manner.

With a number of high profile project failures over recent years, project managers and the project management profession in general may be in danger of developing a poor reputation for completing complex projects. Of course, as with any news it is always the bad news – the news of the failures – that make headlines and stick in our minds. The many successful projects delivered in the UK and all over the world are going quietly unremarked. But, even so, the opportunity to gain a recognised standard in professionalism will do much to improve the image of the profession. It may also make it a more appealing long-term career path to the many project managers who have ended up in the role by accident rather than by design.

So the status gained through the APM RPP (and qualifications from other APM project management courses) is a valuable asset for a project manager’s personal development but  it also enhances the professional standing of organisations whose project managers have this status and is an indication that they are not only well-qualified but also up-to-date with their skills.

There are workshops available for those who wish to achieve this international recognition of their project management skills. These workshops maximise the chances of gaining such a prestigious credential as the APM RPP; they guide project managers on the best way to present evidence of their past experience in their written portfolio and also how to most effectively articulate their relevant skills and experience during the professional review.

So who knows, one day the project management profession may be just as well-regarded as law or accountancy.

Much of the talk in the world of project management is the emergence of professional standards. However in the drive to professionalise ethics and standards, it is best to remember the dark side still exists. The curses of the darks arts are many and numerous, the six of most deadly are:

1) The curse of optimism

Underestimate the cost of the project in order to get it started.

In order to secure that bid or approval of the business case this curse leads sponsors and clients believe the low cost quoted at the early stage is realistic. This curse requires no action on the part of the project team, just an ability to ignore the risks and hope for the best. The more senior you are within a management structure the more susceptible you are to this curse and the desire to cut cost to win the funding approval or the contact is irresistible.  Everyone knows that once the funding is approved or the contract place it is very unlikely the project will be cancelled.

Defence against this dark art

Maintain realistic expectations for the project cost, confess the real cost of the project as soon as possible, much better to get the bad news out early and then get on with delivering the project. London 2012 is a classic example of how to re-set budget expectations early and then deliver under cost.

2) The light of mobilisation

Saving money on mobilisation resources will reduce the overall cost

In order to save money its best to reduce the resources committed to project mobilisation. Saving money on the number of people engaged on the early stages of the project will increase efficiency and reduce the overall project cost. However this curse will get you back latter as the project begins to slip and the results of mistakes made early in the project emerge.

Defence against this dark art

Manage the project mobilisation like a mini project, the aim is to get the resources working in an effective way, as quickly as possible. Time lost at mobilisation can never the recovered.

3) The islands of isolation

Ignore the users in the early phases of the project, once we have worked out the project strategy then we will tell them what they will be getting

Let’s not talk to the users (and other stakeholders) early in the project, they might tell us our plans are not what they expect. By ignoring the users we can get on with the real work, without any distraction, and then present them with the solution once we have sorted out all the detail. Once we have a clear strategy then we will be able to answer all their questions with confidence.

Defence against this dark art

Get your user community involved early in resolving the project ambiguity. Collaborative problem solving will ensure that the solution is accepted by all.

4) The illusion of control

The more detailed the planning; the better the project will run. We all know proper planning prevents poor performance.

The future can be controlled if we plan every aspect of the project in detail. The more detailed the plans, the more control we have. If necessary we will make assumptions about the future and manage risks to ensure that the project remains compliant with the plan.

Defence against this dark art

No matter how much detail is planned a project still needs to remain flexible to respond to events. Detailed planning needs to recognise the inherent uncertainties in the project environment. Only plan in detail what can be realistically predicted given events. Don’t spend time on long term detailed planning that will be wasted are the situation changes.

5) The resistance of change

No changes will take place on this project

Changes will not happen if they are ignored and decisions on change are delayed. With some luck they will go away.

Defence against this dark art

Changes need to be dealt with in a timely and effective manner otherwise the cost and delays in the project will escalate.

6) The allure of the lowest price

Accepting the lowest price will save you money

When reviewing a competitive tender the lowest price bid will result in the most cost effective project. In increasingly competitive markets contractors are increasingly willing to offer a low price in order to secure a contract. However once the contract is awarded, the emergence of changes could significantly increase the cost and there is no way of predicting these in advance.

Defence against this dark art

Accept a bid that realistically reflects the cost of the project; make sure you understand the realistic cost before inviting tenders. Be suspicions of any cost below the realistic cost.

For lessons in the dark arts of project management then seek out the most cynical project manager you can find and sign up for a life time apprenticeship. To learn the defences against the dark arts come to parallel project training for details of our professional project management training courses.