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Showing posts with label project management. Show all posts
Showing posts with label project management. Show all posts
Sunday, March 02, 2008
The Project Management Series
I stopped writing the PM series... because the project I was writing about came to a standstill. There were internal logistic issues with the client, but those seem to be resolved, the series, like the project will resume. At this point, we (the designer, developer, and myself) are trying to figure out where we left off. From the looks of our basecamp site, it appears we have about 40 hours of dev work to do.
Basecamp is a fantastic thing. If you haven't used it, it's definitely worth a try. It's structured to easily manage Agile projects, and it allows really granular to-do lists, message categories, and generally keeps everything really nice and tidy.
More on that project as we go.
Basecamp is a fantastic thing. If you haven't used it, it's definitely worth a try. It's structured to easily manage Agile projects, and it allows really granular to-do lists, message categories, and generally keeps everything really nice and tidy.
More on that project as we go.
Friday, November 02, 2007
the Project Management Series... Spec-tacular!
Sorry I've been missing in action lately. It's been SUPER busy around here. We have the schoolwork, the business-work, and the general keeping up of the life activities work. Very very busy. But good busy, especially for Q4.
That being said, I do have a quick thought to share... I've been pitching a lot of new business lately - and what really amazes me is how many companies/initiatives have a working prototype but they have no spec. How can you know you got what you wanted, if you haven't really planned out what that is?
That being said, I do have a quick thought to share... I've been pitching a lot of new business lately - and what really amazes me is how many companies/initiatives have a working prototype but they have no spec. How can you know you got what you wanted, if you haven't really planned out what that is?
Wednesday, October 24, 2007
PM series: Spec done, comp done
The "project" is humming right along. The spec is done, and I turned it over to the developer and the designer. The designer and I chatted a bit over the weekend as to the design--she had some really great ideas, and I sent her a few ideas of my own. Today I got her first comp and well, it's great. I just have to say it's an outright pleasure to work with such talented people. I sent it directly over for client review.
So, to sum it up. This PM series is pretty boring so far, since everything is going according to plan. And that is fine with me!
So, to sum it up. This PM series is pretty boring so far, since everything is going according to plan. And that is fine with me!
Monday, October 15, 2007
more questions than answers - PM Series
After a fabulous weekend of trying to sit still and pay attention (MBA Class Weekend!), I spent several more hours yesterday sitting at my kitchen table. I began digging into the spec for the "new ecommerce site."
Let me preface this discussion with two items.
1. I've decided not to call them by name until we launch, just to protect the innocent.
2. The proptype site, when aligned with the comments the founders sent me, illustrate a prime example of a good idea gone awry. Everyone thought they were on the same page (I suppose) but they just so weren't. And then, when the prototype was delivered, angst and anxiety and anger ensued.
You say potato, I say patato, whatever, it's fine when you're talking accents. But a lot less fine when you are talking deadlines, money, and entrepreneurial vision.
I'll be working on that spec now.
Let me preface this discussion with two items.
1. I've decided not to call them by name until we launch, just to protect the innocent.
2. The proptype site, when aligned with the comments the founders sent me, illustrate a prime example of a good idea gone awry. Everyone thought they were on the same page (I suppose) but they just so weren't. And then, when the prototype was delivered, angst and anxiety and anger ensued.
You say potato, I say patato, whatever, it's fine when you're talking accents. But a lot less fine when you are talking deadlines, money, and entrepreneurial vision.
I'll be working on that spec now.
Wednesday, October 10, 2007
This should be interesting... the PM series
I've decided to do a project management series on this blog. I'm going to blog about a project, start to finish, and talk about the theory and practice (and art) of project management. I know you guys are reading my blog, but no one ever talks to me, so maybe this will get you talking. Maybe. If you just want to quietly observe that's ok too (I guess).
Anyway, let's start at the beginning.
I have a new client. They are a startup. They are building an ecommerce site with a twist. They have a prototype of their site, but it is definitely in prototype format. So, step 1: I need the client to help me fill out their creative brief and I'll start on the spec.
Launch date: Dec 1.
More soon.
Anyway, let's start at the beginning.
I have a new client. They are a startup. They are building an ecommerce site with a twist. They have a prototype of their site, but it is definitely in prototype format. So, step 1: I need the client to help me fill out their creative brief and I'll start on the spec.
Launch date: Dec 1.
More soon.
Monday, June 25, 2007
Keeping it together... when you're not
The WSJ had a great article about working together in virtual teams - since you have to be a subscriber to read the whole article - I'll give you the highlights along with my compelling commentary!:
1. invest in an online resource where members can learn about each other - can anyone say... Social Media!
2. choose a few team members who already know each other - this makes a lot of sense, but they do say that if you have too many people that know each other - then there is a tendency for the group to become stale and predictable. You need fresh people and ideas to keep interest and energy up.
3. identify boundary spanners (people who have and make a lot of connections) and make sure they make up at least 15% of the team - these people serve as social glue,and are seen as SO valuable that they make it into #4 as well
4. cultivate boundary spanners as a matter of practice within your organization - having these people throughout the company helps ensure that more people will meet and collaborate
5. break the team's work up into modules so that progress in one location isn't overly dependent on progress in another - some members will be out sick, some will be more productive than others, and some tasks just plain take longer. If you can plan activities so many things can be done in parallel, it helps ensure no one is sitting around waiting for other groups to catch up. In short, everyone can be productive all the time.
6. create an online site where a team can collaborate, exchange ideas, and inspire one another - this is an offshoot of item #1. We live our lives online. Give us a way to collaborate!
7. encourage frequent communication, but don't try to force social gatherings - social gatherings early on - bad - get to work first. Social gatherings later on are good - when you already have a working relationship.
8. assign only tasks that are challenging and interesting - well sure - that would make everyone's job a lot better - but I don't think this one is actually do-able in practice. Some things just have to get done - and they might have to get done by a virtual team - and they might not be very interesting.
9. ensure the task is meaningful to the team and the company I'd argue that if the company doesn't care - why do it? But meaningful to the team? Again, you might be asking too much. Some things you don't care that much about just have to get done. I really don't care much about my lawn being mowed, but it's got to be done. So I make sure it gets done. Same with going to the dentist 2x a year. Some things are just necessary, yet not very interesting.
10. solicit volunteers as much as possible. This is a great way to make sure people want to be involved. This is the root of the open source movement - as well as Wikipedia and other online collaborative projects. If people are inspired, they will get involved, stay involved, and give it their all.
Most of the best practices here aren't that different from basic working best practices: meaningful work, frequent interaction, and a place to collaborate.
A lot of what I've read says that teams that share the same values do better together - and teams that get together often are more productive - but I think it's more about being on the same page. If you want to be there, you're working on something you want to work on, you touch base on a regular basis - and you have the tools to do so effectively - I think any team can be pretty successful. I am noticing - and taking note - of some sorts of conversations that should be had in person. I'm going to keep a running list of those and publish them in a few weeks.
1. invest in an online resource where members can learn about each other - can anyone say... Social Media!
2. choose a few team members who already know each other - this makes a lot of sense, but they do say that if you have too many people that know each other - then there is a tendency for the group to become stale and predictable. You need fresh people and ideas to keep interest and energy up.
3. identify boundary spanners (people who have and make a lot of connections) and make sure they make up at least 15% of the team - these people serve as social glue,and are seen as SO valuable that they make it into #4 as well
4. cultivate boundary spanners as a matter of practice within your organization - having these people throughout the company helps ensure that more people will meet and collaborate
5. break the team's work up into modules so that progress in one location isn't overly dependent on progress in another - some members will be out sick, some will be more productive than others, and some tasks just plain take longer. If you can plan activities so many things can be done in parallel, it helps ensure no one is sitting around waiting for other groups to catch up. In short, everyone can be productive all the time.
6. create an online site where a team can collaborate, exchange ideas, and inspire one another - this is an offshoot of item #1. We live our lives online. Give us a way to collaborate!
7. encourage frequent communication, but don't try to force social gatherings - social gatherings early on - bad - get to work first. Social gatherings later on are good - when you already have a working relationship.
8. assign only tasks that are challenging and interesting - well sure - that would make everyone's job a lot better - but I don't think this one is actually do-able in practice. Some things just have to get done - and they might have to get done by a virtual team - and they might not be very interesting.
9. ensure the task is meaningful to the team and the company I'd argue that if the company doesn't care - why do it? But meaningful to the team? Again, you might be asking too much. Some things you don't care that much about just have to get done. I really don't care much about my lawn being mowed, but it's got to be done. So I make sure it gets done. Same with going to the dentist 2x a year. Some things are just necessary, yet not very interesting.
10. solicit volunteers as much as possible. This is a great way to make sure people want to be involved. This is the root of the open source movement - as well as Wikipedia and other online collaborative projects. If people are inspired, they will get involved, stay involved, and give it their all.
Most of the best practices here aren't that different from basic working best practices: meaningful work, frequent interaction, and a place to collaborate.
A lot of what I've read says that teams that share the same values do better together - and teams that get together often are more productive - but I think it's more about being on the same page. If you want to be there, you're working on something you want to work on, you touch base on a regular basis - and you have the tools to do so effectively - I think any team can be pretty successful. I am noticing - and taking note - of some sorts of conversations that should be had in person. I'm going to keep a running list of those and publish them in a few weeks.
Tuesday, January 30, 2007
What makes a good manager?
In class last weekend, we had a session about matching employee compensation to company goals. This, in turn, got me thinking about how to motivate employees.
My study group talked about it over drinks that evening (because earning an MBA means minoring in beer drinking), and we digressed into "What makes a good manager?" and "Are you a good manager?" Think about it - the best manager you've ever had - probably wasn't the one who gave you the most money. I'd suggest that just throwing money at employees (pay for individual performance) isn't best for the employee or company. It's an uncreative solution to a complex situation.
At my company - I've had both one of the best managers and the worst managers ever. The good manager focused on my skill set and looked for opportunities for me to grow in the organization. He recommended pursuing the MBA, and looked for ways to get the company to sponsor it. He gave me raises and promotions, sure, but more than that, he gave me opportunity and responsibility... and for me... that goes a long way. I felt like he always had my back, and that he took his management role seriously, not just as a path to more power and money. He was managing people bc he did it well, and could bring out the best in them. He's a true asset to the company.
The worst manager treated all his direct reports like peons. In his view, we were unable to make our own decisions, as we needed his "executive insight" on everything. Nevermind that I work on the website and he had no idea about how websites work. This arbitrary authority left us feeling insignificant and frustrated, as his "authority" really became an enormous bottleneck that encouraged us NOT to try anything new or "out of the box." Not only was he unlikely to get behind and champion an idea, but also we knew that if anything went wrong - well, let's just say you couldn't count on him to have your back.
The WSJ had an article yesterday, Two Football Coaches Have a Lot to Teach Screaming Managers that took another slant on this same issue. The writer, Hymowitz, suggests that the motivational technique of belittling employees isn't very effective. While increasingly uncommon in the corporate world, it's still a thriving aspect of the sports world. However, the two coaches for this Sunday's Superbowl - Lovie and Dungy - have turned their backs on this traditional management technique. Instead, they treat their players with respect and patience. Now, they certainly are tough coaches who expect the best all the time (and have structured a reward system to match their expectations), but they realize the best way to performance lies in building people up.
It's all very interesting to consider. I haven't crystallized my thoughts on this, but I thought I'd blog on it to open the floor.
My study group talked about it over drinks that evening (because earning an MBA means minoring in beer drinking), and we digressed into "What makes a good manager?" and "Are you a good manager?" Think about it - the best manager you've ever had - probably wasn't the one who gave you the most money. I'd suggest that just throwing money at employees (pay for individual performance) isn't best for the employee or company. It's an uncreative solution to a complex situation.
At my company - I've had both one of the best managers and the worst managers ever. The good manager focused on my skill set and looked for opportunities for me to grow in the organization. He recommended pursuing the MBA, and looked for ways to get the company to sponsor it. He gave me raises and promotions, sure, but more than that, he gave me opportunity and responsibility... and for me... that goes a long way. I felt like he always had my back, and that he took his management role seriously, not just as a path to more power and money. He was managing people bc he did it well, and could bring out the best in them. He's a true asset to the company.
The worst manager treated all his direct reports like peons. In his view, we were unable to make our own decisions, as we needed his "executive insight" on everything. Nevermind that I work on the website and he had no idea about how websites work. This arbitrary authority left us feeling insignificant and frustrated, as his "authority" really became an enormous bottleneck that encouraged us NOT to try anything new or "out of the box." Not only was he unlikely to get behind and champion an idea, but also we knew that if anything went wrong - well, let's just say you couldn't count on him to have your back.
The WSJ had an article yesterday, Two Football Coaches Have a Lot to Teach Screaming Managers that took another slant on this same issue. The writer, Hymowitz, suggests that the motivational technique of belittling employees isn't very effective. While increasingly uncommon in the corporate world, it's still a thriving aspect of the sports world. However, the two coaches for this Sunday's Superbowl - Lovie and Dungy - have turned their backs on this traditional management technique. Instead, they treat their players with respect and patience. Now, they certainly are tough coaches who expect the best all the time (and have structured a reward system to match their expectations), but they realize the best way to performance lies in building people up.
It's all very interesting to consider. I haven't crystallized my thoughts on this, but I thought I'd blog on it to open the floor.
Thursday, January 11, 2007
Basecamp
If you have a need for project management and hate Microsoft Project, Basecamp may be the answer for you. It is a web-based collaboration tool focusing on communication through messages and comments. Of course, Basecamp also offers organizational tools such as milestones, to-dos, file uploads (with versioning), and a simple wiki they call Writeboards. Notifications occur through emails, so you don't have to constantly check the website.
I've been using it successfully for over 5 months now. The beauty of Basecamp lies in its simplicity. Designers, software developers, system administrators, and clients alike have found it intuitive and useful.
To satisfy your inner geek, Basecamp offers RSS feeds for your pojects and an API to build upon their core functionality. I wish I built this tool. More importantly, I wish I had their 1,000,000 users.
I've been using it successfully for over 5 months now. The beauty of Basecamp lies in its simplicity. Designers, software developers, system administrators, and clients alike have found it intuitive and useful.
To satisfy your inner geek, Basecamp offers RSS feeds for your pojects and an API to build upon their core functionality. I wish I built this tool. More importantly, I wish I had their 1,000,000 users.
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