ManagingSmallProjects

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1TenStep Project Management Process Copyright 2011 TenStep, Inc

M anag ing Sm a l l P r o je ct sTom Mochal

President, TenStep, Inc


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P ro jec t S i z i ng Level of effort determines how much project

management structure to apply

Small projects do not need much structure

Medium projects need more structure

Large projects need a lot of structure Primary indicator is estimated hours of effort

Guidelines set by the organization

Project manager will ultimately make decision


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La rge P ro j ec t s More rigor and structure needed to be successful

Formal, pre-defined project management processes

Additional templates

Greater than 2500 effort hours

Examples

New computer application

Manufacturing a new product

Upgrading the phone system throughout an organization


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Sm a l l P ro j ec t s Simple processes and guidelines

Few templates

Up to approximately 250 effort hours

Examples

Updating a college class

Creating new employee orientation

Yearly financial close

Management research


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P lann ing fo r Sm a l l P ro j ec t s Service requests (replaces charter/scope statement)

Schedule / task list

Simple budget

Project Management Plan? No


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De f ine t he Se rv ic e R eques t Deliverable(s)

When are you done?

Duration / due date

Budget (if any)

Potential problems (risks)

Roles

Sponsor the person asking you for the work

Stakeholders other people interested

Document your understanding

Verify your understanding with your Sponsor


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Serv i ce R equ es t Fo rmService Request

Th is sec t ion to be comple ted by the requ esto r .SERVICE REQUEST NUMBER: DATE SUBMITTED: PRIORI TY (H/ M/ L):

Requestor Name: Project/Application Name:

Scope Statement/Description of R equest:

Reason for Request/Business B enefit:

Th is se c t i on t o be com p l e t ed by t h e wo rk l o ad m anage r .Assigned To: Date Assigned:

Skills Needed:

Estimated Effort Hours, Cost, and Duration:

Constraints:

Dependencies:

Assumptions:

Risks:

Approva l Sec t ionCustomer Approval to Begin Work : DATE:

Customer Approval to Move Work to Production Status: DATE:

Cu st om er A ppro val Th at W or k Has B een S ucc es sfu lly Com plet ed: DA TE:


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S im p l e S chedu le / Task L i st Describes how the project will be completed

Activities

People

Estimated effort, start and end date

Dependencies


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S im p l e S chedu le / Task L i stLine # Activity

Deliverable

(optional) Who Start Date End Date Dependencies Status


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Es t im a te Cos t Should be straightforward for small projects

Maybe dont have budget

Labor and non-labor

If there are cost concerns, address them now


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M anag ing Sm a l l P r o je ct s Managing schedule / task list

Resolve problems

Manage the scope of work

Communicate proactively

Be aware of future problems


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M anage t he Task L i s t Keep the task list up to date to be successful

Managing the task list means that you understand

The work to be completed

Who is assigned to complete the work

When the work is due The dependencies

etc

Whats in the task list gets done

If it is not in the task list, dont work on it


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Techn iques Make sure team members know their assignments

Be clear on work to be done and person responsible

Validate team members understanding of work

Communicate

The activity

A description of the activity

Start date and end date

What they are creating Other resources, if any


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Tim e M anagem en t Te chn i ques Provides higher degree of control over what you do

Maybe not totalcontrol but greaterdegree of control

Control your day without letting your day control you

Cant give you more hours in a day, but helps you

complete the things that are most important


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Tim e M anagem en t Te chn i ques Create daily lists

Document follow-up items

Carry forward unfinished work

Keep track of due dates

Keep commitments reasonable

Keep a clean workspace

Keep current work close

Eliminate time wasters


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R eso lve P rob lem s Small projects usually have small problems

Impacts the progress of a project

Need to define a problem to resolve it

Use problem solving techniques if necessary

Dont procrastinate

Determine who can make decision


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M anage Change Proactively managing change is a key to success

Understand the work you have been asked to do

Recognize when the work changes

Ask for relief to compensate for any additional work

The sponsor must approve


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Com m un i c a te P roact iv e ly Proper communication leads to success

Poor communication results in frictions, frustrationand inefficiency

Includes all manner of communication

Status Reports and other reports Status meeting and other formal meetings

Emails

Phone calls

Ad-hoc meetings

Casual project related conversation


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Ongo ing Com m un i ca t ion Resource problems and impact

Schedule progress and risks of missing deadline

Actual spending and risk of going over estimates

Scope change requests, impact and resolution

Problems, alternatives, recommendations andresolution

Risks and risk activities


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B e Aw a re o f P o t en t ia l P r ob lem s Dont just focus on here-and-now

Think about the work on the near horizon

Try to foresee any potential problems

Solve the problems before they happen

By the way these are risks


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End ing the P ro je c t Gain agreement up-front on what it means to be

finished

Make sure expectations are in the Service Request

Validate that you have completed the work

Ask sponsor to approve the major deliverables

Ask sponsor to validate that the work is completed

Signature or confirmation email


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S u m m a r y Projects come in all shapes and sizes

Not everyone is a formal project manager

Project management practices scale up and down

All projects can be managed proactively

Small project requirements are minimal

Be organized

Understand expectations

Manage your time and your work Communicate proactively


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M ore I n f o rm a t ion TenStep, Inc.

Tom Mochal, President

877-536-8434

Contact us via the survey or email for:

Copy of the slide deck

Certificate of participation for 1 PDU


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ManagingSmallProjects

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