http://pm-alliance.com Fri, 17 Feb 2012 00:10:06 +0000 en hourly 1 http://wordpress.org/?v=3.2.1The PMAlliance Project Management Podcast provides project managers with helpful project management tools & tips. http://www.pm-alliance.com PMAlliance clean PMAlliance kstevens@petitrobot.com kstevens@petitrobot.com (PMAlliance) Project Management Tips and More from PMAlliance Project Management, PM Podcast, Project Managers, PMO, Project Management Training, PMAlliance, Project Management Consulting http://pmalliance.petitrobot.com/wp-content/uploads/powerpress/small_PMAlliance_Podcast-Image.pnghttp://pm-alliance.com TV-G Atlanta, Georgia Weekly http://pm-alliance.com/i-hate-my-co-workers-podcast/ http://pm-alliance.com/i-hate-my-co-workers-podcast/#comments Mon, 13 Feb 2012 16:23:43 +0000 admin http://pm-alliance.com/?p=708 I Hate My Co Workers Podcast

 

 

]]> http://pm-alliance.com/i-hate-my-co-workers-podcast/feed/ 0 I Hate My Co Workers Podcast -   -   I Hate My Co Workers Podcast     PMAlliance clean 4:04 http://pm-alliance.com/negotiation-tips-for-outside-services/ http://pm-alliance.com/negotiation-tips-for-outside-services/#comments Wed, 16 Nov 2011 22:23:36 +0000 admin http://pmalliance.petitrobot.com/?p=428 Negotiation Tips For_ Outside Services 

]]> http://pm-alliance.com/negotiation-tips-for-outside-services/feed/ 0 Negotiation Tips: Outside Services PMOs often face obstacles when trying to gain approval for consultants, niche experts, vendors, and other outside services. As organizations continue to face lean budgets and leaner staffing, how can you successfully negotiate for the outside help you need? We’ve put together a strategy to help you demonstrate your external support requirements, reinforce the value of your internal strengths, and evaluate alternate solutions that will still allow your PMO to accomplish its objectives. Prepare an executive summary of your project’s scope Your negotiation efforts could be undermined early in the process by an incomplete or inaccurate understanding of your project’s objectives, so your first order of business should be to lay out the details of what your project is expected to accomplish and when. Once your stakeholders and executive staff understand the scope of the tasks in front of you, they’ll be more likely to give your request for outside support a serious listen. Highlight your internal strengths Of primary concern to many PMOs is the perception that a need for external support points to a lackluster or inexperienced internal team. Of course this isn’t the case, and you’ll want to put that fear aside as quickly as possible. The best way to face that worry head-on is to show your stakeholders and executive team the depth of the talent and skill that resides within your PMO. Demonstrate the need for outside help Once you’ve laid out the strong framework of skills provided by your internal team, it’s time to pinpoint those areas where an outside partner is needed to fill in the gaps. Be ready to respond to some of the questions commonly posed by reluctant executives: How do other companies in your industry handle this? How much will it cost? Is this something your PMO should bring in-house? Your stakeholders may have a clear understanding of your team’s internal strengths, but you’re still likely to be presented with questions. Good preparation is the key to successfully defending your request for outside help. Provide internal vs. external resource comparisons It may be worthwhile to seriously explore bringing the expertise you need in-house. Is this a skill set you’ll need on an ongoing basis? If you’re looking for a mix of skill sets or expertise, are you likely to find one person with everything you need? Once they understand the challenges presented by this alternate scenario (increased salaries, delays while you recruit someone with the necessary expertise, training costs, etc.), your executive team can decide which route—internal or external—is the most effective way to go. Offer an endpoint Because many of your external needs will be project-specific, you may be able to identify a date after which each outside service is no longer needed. Recurring short-term needs can also be addressed during this discussion, as there will be significant stretches of time when they aren’t required, either. This information will dovetail with your internal vs. external resource comparison, and will help to demonstrate that your finite needs are better filled by outside partners, rather than staff members who will continue to be on the payroll after the need is met or the project is completed. Discuss alternatives Even if you’ve clearly demonstrated that your PMO needs external support, your organization may still withhold approval for any number of reasons (cost, access to outside resources, a desire to internalize specific functions, existing obligations that limit your ability to seek new vendors, etc.). Be ready to discuss the likely impacts on project objectives, timeframes, end users, business collaborations, and even competitive advantages if the right outside support isn’t made available. PMAlliance clean 4:11 http://pm-alliance.com/project-management-juggling-multiple-projects/ http://pm-alliance.com/project-management-juggling-multiple-projects/#comments Wed, 16 Nov 2011 22:18:47 +0000 admin http://pmalliance.petitrobot.com/?p=421 Project Management_ Juggling Multiple Projects 

]]> http://pm-alliance.com/project-management-juggling-multiple-projects/feed/ 0 Project Management: Juggling Multiple Projects Most project professionals have a number of projects going at any given time. Many are in the pre-approval phase (from which they may never emerge), some are in full swing, and others are wrapping up; some may be small, and others large. Keeping your objectives straight, knowing what needs to be done now (and what must wait for later), maintaining various channels of communication, and adhering to each project’s budget and schedule takes focus, excellent organization, and winning time management skills. Color code The simple act of visually separating projects is often helpful in creating order when things are busy. There are several common methods; choose the one that’s right for you: Assign a different color to each project Assign colors based on each project’s phase (pre-approval, active, punchlist) Assign colors to different locations, departments, or project leaders Assign colors based on the type of project (software, construction, training) If color coding isn’t a viable option, then consider a naming convention that contributes to better organization. You may want to start all software project file names with SW, all active files with ACT, or all projects in New York City with NYC. Prioritize your tasks It’s important to prioritize your project activities – so that you’re always sure to be working on the tasks that are most important for moving your projects forward. However you choose to manage your task list, you should always be able to quickly sort all tasks by priority as well as by due date, project, area of focus, person responsible for the task, and the resources needed for completion. Tame your information Create files for each project, in both paper format (manila and/or hanging folders, binders, etc.) and electronic (folders in your e-mail, word processing, and spreadsheet programs). Once a new piece of information arrives, whether it’s an e-mail message, a memo, this week’s status report, or updated budget information, immediately move it into its proper folder. Do the same for any shared documents—again, both paper and electronic—that your group may use. Be sure everyone on the team is using similar naming and filing conventions for anything that may be accessed by more than one person. If possible, assign someone to take charge of your group’s shared documentation to ensure it’s tidy, always current, and readily accessible. Keep important information easy to find Contact lists, budget data, and pending tasks should be included in your project folders, but this type of information should also be in your go-to place—pinned to your cork board, entered into your smartphone, or in a single file folder on your desk that you can quickly grab. This leaves you less to locate when an impromptu meeting is called, and ensures you have the majority of data you may need at a moment’s notice. Schedule dedicated time Blocking out time on the calendar for each project is a useful way to ensure you’re on track. While it’s usually most effective to group like tasks together (phone calls, filing, etc.), you may want to buckle down on each project once a week for some uninterrupted working time. Create distribution lists Remembering who should be copied on each project’s communications can eat up valuable time. Instead, set up a distribution list for each project. Creating and forwarding information will happen more quickly, and you’ll be sure that all the appropriate people have been contacted PMAlliance clean 4:07 http://pm-alliance.com/confronting-challenges-by-adding-a-project-management-consulting-firm-to-your-team/ http://pm-alliance.com/confronting-challenges-by-adding-a-project-management-consulting-firm-to-your-team/#comments Wed, 16 Nov 2011 21:53:33 +0000 admin http://pmalliance.petitrobot.com/?p=414 Confronting Challenges by Adding a Project Management Consulting Firm to Your Team 

]]> http://pm-alliance.com/confronting-challenges-by-adding-a-project-management-consulting-firm-to-your-team/feed/ 0 Confronting Challenges by Adding a Project Management Consulting Firm to Your Team There are many reasons that corporate executives turn to external consultants to provide project management support for their projects. The challenges that organizations face include: sub-par project performance, the potential for lost credibility, lack of experience with a particular project type, and a lack of internal project management practitioners. Project management consulting firms can supply experienced practitioners that offer high-quality solutions to the complex issues facing project teams. Here are six ways that project management consulting firms are making a difference with leading organizations. Addressing Project-Related Issues Often times it is the highly visible, at-risk project that drives management to recognize that a better project management approach is required. Frequently, project management consultants are brought in to address various project-related issues including: poor on-time performance (key dates being missed), unsatisfactory financial results (unnecessary expenditures to meet deadlines), dysfunctional team dynamics (poor communication, team in-fighting, and misdirection), and complicated team composition (multi-locational, language barriers, external partnerships, etc). By providing the right combination of methodology,training, resources and technology, project management consulting firms can help executives determine how to most effectively focus the resources they have available. They can also help preserve the integrity of project deliverables by ensuring that issues are identified in a timely manner and key dates are being consistently met. These tools and support solutions help improve overall project metrics, while enabling project teams to work more effectively and efficiently in high-stress environments. Providing Advanced Analysis to Management In many cases, upper management has difficulty evaluating project performance and making the best decisions because they lack visibility to key project information. A project management consulting firm can provide the necessary reports and analysis to equip managers with key information on upcoming obstacles, possible project pitfalls, and potential resource constraints. When this type of information is incorporated as part of a more encompassing project management approach, the consultant can convert standard project data from a reactive snapshot of historical information into a predictive project analysis tool. .... PMAlliance clean 5:36 http://pm-alliance.com/project-management-master-the-restart/ http://pm-alliance.com/project-management-master-the-restart/#comments Wed, 16 Nov 2011 21:40:27 +0000 admin http://pmalliance.petitrobot.com/?p=407 Project Management_ Master the Restart 

]]> http://pm-alliance.com/project-management-master-the-restart/feed/ 0 Project Management: Master the Restart Many projects delayed by the sour economy will eventually bubble back to the surface. The landscape may have changed drastically since shelving the project, so a thorough reassessment of the project’s parameters is in order. Objectives Don’t assume your original objectives are still valid. Changes in organizational structure, headcount, locations, collaborators, competitors and market all have the potential to affect your objective picture. Examine each target against today’s needs, and adjust accordingly. Schedule Your original timeframe may have been based on factors that are no longer relevant. Contemporaneous projects, budget cycles, stakeholder expectations, availability of contractors, leadtime for materials, regulatory deadlines and other external drivers may have shifted. Consider today’s climate and modify the schedule where appropriate. Budget Look for internal as well as external budget pressures. Determine the dollars at your disposal in today’s landscape, and remember that changes in other project deliverables and metrics will likely affect your budgetary needs. Modified objective, the strength of your team and resource availability can all have a bearing on the amount of money required to successfully complete your project. Resources Vendors may have left the marketplace or merged with other companies, and the cost or availability of materials and equipment could be vastly different than when you started. Thoroughly review your resource list to determine how the project’s budget and timeframe will be affected. Stakeholders Personnel changes or shifting alliances within your stakeholder group may have resulted in a loss of strategic support. Now is the time to find a new champion, or to consider modifying the project’s parameters to retain support of key individuals. Team Evaluate the state of your team. Have you lost members? Are there critical skill sets you’re now missing? Filling gaps in any project-specific competencies could affect your budget, so determine your strengths and weaknesses early. PMAlliance clean 2:40 http://pm-alliance.com/5-tips-for-managing-confidential-information/ http://pm-alliance.com/5-tips-for-managing-confidential-information/#comments Tue, 15 Nov 2011 00:43:29 +0000 admin http://pmalliance.petitrobot.com/?p=394 5 Tips for Managing Confidential Information 

]]> http://pm-alliance.com/5-tips-for-managing-confidential-information/feed/ 0 5 Tips for Managing Confidential Information Projects often involve sensitive information, such as collaborations that haven’t yet been made public, or budgets that hinge on not-yet-released market data. How can you keep your team (and your company) out of hot water with all that confidential information floating around? 1 – Know the regulations. Depending on the type of information you’re handling, you may need to adhere to federal or other laws that govern the storage and destruction of your data. Documentation related to health, financial, and immigration records are just a few examples that are commonly covered by state and/or federal laws. 2 – Know the internal rules. Many companies have put rules in place that address the handling of sensitive information. Check with your legal or human resources groups to be sure you have the latest information on your company’s code of conduct, corporate governance, or other applicable guidelines. 3 – Maintain your paperwork. If confidentiality forms or non-disclosure agreements are needed for individual team members, confirm now that you have everything on record. When new people join the team, immediately obtain the necessary forms for them, too. Determine if external consultants and vendors should also sign NDA or other agreements. 4 – Limit access. Review each team member’s role, and identify who does and doesn’t need access to sensitive information. The wide sharing of knowledge generally contributes to a smooth-functioning team, but access to confidential data should be tightly restricted to only those positions that can’t successfully function without it. 5 – Set clear expectations. Instruct employees with access to sensitive information to maintain strict confidentiality. Let those with access know who doesn’t have the same authorization, to prevent unintentional internal leaks, too. Sharing sensitive information with other companies might compromise your competitive advantage, but even sharing confidential information internally could present serious problems. PMAlliance clean 2:32 http://pm-alliance.com/de-stress-and-make-the-most-of-your-vacation/ http://pm-alliance.com/de-stress-and-make-the-most-of-your-vacation/#comments Tue, 15 Nov 2011 00:26:17 +0000 admin http://pmalliance.petitrobot.com/?p=391 De-stress_ Make the Most of Your Vacation 

]]> http://pm-alliance.com/de-stress-and-make-the-most-of-your-vacation/feed/ 0 De-stress: Make the Most of Your Vacation Vacations are sometimes hampered by a frantic lead-up in the days before, by trying to accomplish too much while you’re supposed to be relaxing, and by feeling like you’re overwhelmed as soon as you return to the office. Thoughtful preparation and a plan for your return can help lower the stress level of your next vacation. Preparing for vacation Be practical when planning to tackle work items during your vacation. Long travel times, attending to children and just plain enjoying yourself will all limit the amount of time you have available to address office-related tasks. Determine which items can be delegated to others, which must be handled before you leave, and which can wait until you return. Set realistic communication expectations. Time zone differences, availability of communication services, and access to reference material could all limit your ability to maintain contact during your vacation. If you’re likely to be incommunicado, be up front with your team and let them know your limitations. Setting unattainably high expectations for your ability to maintain contact will only cause problems for you and your project team members. Take care of outstanding invoices and purchase orders before you leave. Delaying these items could cause significant problems. You’ll have items requiring follow up soon after your return—write these down and put the list on your desk or in your tickler file. Include notes such as contact information, part numbers, order or tracking numbers, location of related files, and who was handling the matter during your absence to facilitate a low-stress return to work. Change your voicemail greeting and e-mail out-of-office response to reflect your absence. Give callers your return date, and who they can contact for assistance in the interim. You should also indicate if you will or will not be checking messages while you’re gone. Consider leaving a note on your door or inter-office mailbox with the dates you’ll be gone. Your note should also direct coworkers to the person handling your correspondence and other matters during your absence. Block out time on your calendar for your first day back, to give yourself an opportunity to sift through any communications–e-mails, voicemails, inbound mail, memos, etc. If possible, it’s also a good idea to schedule a brief meeting with your team to quickly get up-to-speed on the status of your project. Returning from vacation Your first priority should be to review your schedule for the next few days. New meetings and meeting requests must be noted early, and responded to if still pending. If you followed the preparation tips above, you already have time blocked out to get up to speed on new e-mail and voicemail messages, as well as to look through your incoming mail and other communications. Sort your e-mail inbox by sender, giving first priority to your supervisor(s), fellow team members, and administrative support folks. Listen to all of your voicemail messages before taking action on any of them—later messages may give additional information or set you on a new course. If you didn’t have a delegate available to handle incoming invoices and purchase requests during your absence, you should address these next to avoid late fees or project delays. Touch base with the key members of your project team to get an update on outstanding issues, the current status of items you were working on before your vacation, and anything that may have come up while you were gone. Bring out the list you created of follow up items and begin addressing them in order of priority. PMAlliance clean 3:55 http://pm-alliance.com/too-much-sisyphus-in-your-pmo/ http://pm-alliance.com/too-much-sisyphus-in-your-pmo/#comments Tue, 15 Nov 2011 00:01:28 +0000 admin http://pmalliance.petitrobot.com/?p=370 Too Much Sisyphus in Your PMO_ Stop Struggling and Start Succeeding 

]]> http://pm-alliance.com/too-much-sisyphus-in-your-pmo/feed/ 0 Too Much Sisyphus in Your PMO? Stop Struggling and Start Succeeding Many project veterans have experienced the frustration caused by the sometimes Sisyphean task of maintaining an experienced and motivated team within their PMO. A legendary king from Greek mythology, Sisyphus was crafty and self-serving. His actions ev... PMAlliance clean 4:15 http://pm-alliance.com/4-disaster-planning-tips-for-your-pmo/ http://pm-alliance.com/4-disaster-planning-tips-for-your-pmo/#comments Mon, 14 Nov 2011 23:43:46 +0000 admin http://pmalliance.petitrobot.com/?p=365 4 Disaster Planning Tips for Your PMO 

]]> http://pm-alliance.com/4-disaster-planning-tips-for-your-pmo/feed/ 0 Four disaster planning tips for your project management office (PMO). This is the time of year when organizations typically start thinking about how operations will continue during small-scale work stoppages—those caused by events such as snow, urban flooding, and power outages. Use these simple tips to help your PMO maintain continuity and stay on track. 1 – Think low-tech. Even if your mobile device syncs your contacts and calendar with a master server, consider keeping hard copies in your briefcase. Ditto for project schedules, purchasing information, vendor agreements, and any other data you may need for reference. Be mindful of your company’s confidentiality policies, and confirm that taking copies offsite won’t be a security risk. Now’s also a good time to ensure your regular data back-ups are occurring as planned. 2 – Know your options. Where are generators or other alternate power supplies available? Can team members stay connected through mobile phones, text messaging, or the Internet? Is there a suitable alternate work location? Set aside a block of time now to think about and plan workarounds. Consider your vendors’ emergency plans, and integrate them as appropriate. 3 – Be flexible. Remember that road conditions might cause team members to arrive late, communications could be less robust if working from an alternate location, and the emergency’s impact on family obligations may occasionally take priority. Be ready to reschedule important meetings to another time, or carry on via phone or Internet if feasible. Provide summaries for folks who weren’t able to participate, and pass along any new or updated action items. 4 – Remember personal preparedness. Have an extra cell phone battery (already charged) ready to go, and keep a charger in your car. Be sure that colleagues have current contact information for you. Know the alternate routes to your office in case your primary route is impassible, or keep a bus/train schedule handy. PMAlliance clean 2:28