QUOTE OF THE DAY 2: ALWAYS HELP YOUR TEAM

“I CAN HELP YOU DO YOUR JOB. UNFORTUNATELY, I CANNOT HELP YOU BY DOING YOUR JOB”.

QUOTE OF THE DAY 1: WHO IS A LEADER?

“A GOOD LEADER TAKES HIS/HER FOLLOWERS WHERE THEY WANT TO GO. A GREAT LEADER DOES NOT NECESSARILY TAKE HIS/HER FOLLOWERS WHERE THEY WANT TO GO, BUT WHERE THEY OUGHT TO GO”.

Outputs vs. Outcomes

 In terms of specific project management concepts, the term “Output” refers specifically to any particular services, results, and or products that are generated as a result of a particular project related process. The outputs are all the tangible results, milestones, and specific steps that were achieved, in order to complete the project. An output is the direct product of any activity delivered e.g. number of classes taught and is the benefit or change for participants after the activity e.g. new knowledge, increased skills. One interesting component of the conceptual idea of output also is that it may come from the result of input to a successor process. Output can come in a multitude of formats from written long form reports, written short form reports, other verbal means of output. Output may also be a formalized type of material or it can be inform and in some cases discretionary and or informational only. 

A deliverable is an input/output term that refers specifically to the unique and individual products, elements, results, or items that are produced for delivery at the conclusion of a specific project component, or at the conclusion of the project as a whole. Deliverables can come in a number of different variations. Deliverables can be in the form of a written report, which can be extremely lengthy and can encompass extensive amounts of information and data. Deliverables can also be much shorter. In some cases, the end deliverable may be a short report, a slide presentation, a poster, a short blurb, or even a slogan. In these cases, the deliverable may actually be very short, and rather than containing all information gathered over the course of a project, may contain a succinct message that is meant to represent the sum total of the information without actually presenting it directly. Deliverables towards the end of a project life are typically referred to as external deliverables, and these typically require the review and/or approval of the customer or financially responsible party. 

In terms of tangible measurable from the project management team and or the project management team leader, results are what matters, and what need to happen for the project to work. Results basically refer to any particular output or end point that comes as a result of the completion of the activities and or processes that have been performed as part of the project or as part of a particular project component. These results can include specific outcomes (such as revised processes, restructured organizations, and or trained personnel), and or actual deliverables such as documents. Types of documents that can actually represent results include policies, plans, procedures, reports, specifications, etc. The term results can and should be contrasted with products and or services. 

The outcome is the final situation, once the project is complete. Often an outcome is successful completion of one necessary project, with the quick realization that another project is needed to further optimize those results, in order to achieve an end goal. An outcome must be SMART:

–        Specific - who or what will change, how much change or benefit is expected, when will change occur

–        Measurable - can you measure the outcome

–        Achievable - create a baseline to see where you are starting from, don’t over-estimate the probable outcome

–        Realistic - be realistic in the potential achievement

–        Time Bound - identify timescales for achieving your outcome - milestones should be identified

For example, a project related to installation of new manufacturing equipment. The outputs can be the successful demolition, removal of old equipment, construction, installation of new equipment, and start-up for production. The outcome can be that a department had been improved.

How to Write a Project Proposal

So you've been asked to manage a project, but no-one really knows what must be done or by when? You need a Project Proposal. It gives you a roadmap ahead, so you know what has to be delivered and by when.

1. Start with a Workshop

Start by getting the key sponsors, customers and team members together and running a workshop to identify what the requirements of the project are and the ideal solution is. By running a workshop, it makes it much easier to set a Vision for the project so that you have a clear direction going forward. Without knowing the project requirements, solution and vision you have no chance of delivering your project successfully.

2. Define the Roadmap

You then need to create a roadmap for the project by creating a generic schedule that must be adhered to. In your schedule, include all of the high-level activities that need to be done as well as any key tasks that are critical to success. Then add due dates to the activities and tasks so that you know roughly what must be completed and by when. This is a high level roadmap, not a detailed project plan so it should take you no more than a few hours to complete. Then take the roadmap to your project sponsor or boss and get them to agree to it. Only once they have agreed should you proceed with the next step.

3. It's all about the deliverables

Then take the solution that was agreed in the workshop and break it down into discrete deliverables with the theory that when all of the deliverables have been produced, your project will be complete. Define those deliverables in a little depth, so that it's not easy for people to argue what they are, when the project kicks off in full. Having well defined deliverables will help you manage the scope of the project, as well as introduce change control along the way.

4. Your Resources and Budget

You then need to identify the resources and budget that are needed to produce the deliverables you've identified above. List all of the people, equipment and materials that you need (at a helicopter level) and once you've identify the cost of those resources, add those costs up to calculate your project "budget". Most people like to add an extra 10-20% contingency to their budget, to allow for unexpected issues that may arise during the project.

5. Reporting and Ownership

It's critical that you clearly communicate the status of the project in a timely fashion when your project kicks off, so describe how you're going to do that. Will you have regular team meetings, customer presentations and status reports manually, or will you rely on using an online system for your reporting needs? And finally, list the key success criteria for the project so that everyone knows how success will be measured when the project is complete. Take all of the above information and write it up in your Project Proposal template and submit it to your boss for approval. When you get it signed, you're on track to delivering your project successfully.

The 5 Skills You Need as a Project Manager

Managing a project is a challenging task. But if you can master these 5 skills, then you're well on your way to project success.

1: Planning

Every Project Manager has to become a great planner. You need to plan your project, the tasks entailed, resources, equipment and materials needed. Create a bullet proof Project Plan at the start of each project and measure progress daily. You also need to plan your team's tasks for the week and check that those tasks are being completed every day. You job is simple-you feed your team with work from your plan, and you track and measure progress. That's what being a Project Manager all is about.

2. Prioritization

You are the one person on your project who needs to be an expert in prioritization. Every day, your team will struggle to manage priorities because there will always be too much to do. Your job is to give them crystal clear priorities every week, to help them manage their day. It keeps stress levels low and helps them work efficiently. Without clear priorities, your project will be like a ship without a rudder. Coasting along inefficiently, without a precise direction in mind.

3. Delegation

You can't do everything. You might be capable, but there won't be enough hours in the day. So you need to become a great delegator. If tasks arise that others can do, then delegate them. Your job is to keep the ship on its course, not man the engines. Delegate even the smallest of items, as they still require attention and focus. Delegate even when you could do something better or faster than your team. The only time not to delegate is when there's no-one to delegate to. Even then, see if you can get budget to hire another person to help you out. Remember-you can't do it all.

4. Leadership

Great Project Managers are great leaders. They set the course, lead the team in the direction required, they motivate team members individually and look after their welfare. Great leaders know what it is that motivates their people. They put them in roles they enjoy and are naturally talented at. They listen and they genuinely care. To inspire your team to achieve success, you need to become a great leader.

5. Communication

As a team member, you need to know what has to be done, how and by when. That's where the Project Manager's communication skills come into play. You have to constantly communicate the goals, time frames and set expectations to your team. Then communicate feedback as progress happens. Tell people directly where they are going right and where they need to improve. Communicate clearly and concisely. Follow up in writing when it's important, so you don't have to remember everything said. So that's it. If you can plan, prioritize and delegate your work as well as communicate and lead, then you will become a top notch Project Manager. You need a suite of online tools at your fingertips, to help you manage projects. It helps you plan your tasks, prioritize your work and communicate status.