Simple project management
Dave Everitt, last updated 24-Feb-2012
- 1. speed meetings
- if you need to communicate with someone busy and it's too complex or too long for email, decide exactly what information you want to give/receive, then phone or visit them, asking 'do you have 3-4 minutes right now?' Most times, they'll say something like 'yes, but that's all'. Apologise for the brevity, then get straight to the point. Most times, you'll get the result you want.
- 2. nurture relationships
- identify those you get on with who have complementary or similar skills, and make mutual arrangements to pass on elements of a project you find too demanding or routine. If the relationship is new, monitor the results and make sure they understand deadlines. If you already trust them to deliver, be sure to ask how things are going a few days before crucial deadlines. Remember you're a colleague and not their boss - the relationship might be the other way round next time. LinkedIn is good for keeping connected online.
- 3. do what you like
- only take on work you really enjoy, find challenging and/or agree with. That way you'll find it easier to: know what work to pass on and what to retain, keep motivated, attend to the details that make a difference, and feel good about what you've achieved. If you think this is impractical, read How to Do What You Love by Paul Graham, then think again.
- 4. set up boundaries
- always write up and agree concise 'expectation' or 'outcome' lists, and number the items for easy communication. Agree on an absolute deadline for final delivery and stick to it firmly. If it has to be broken from your end, give as much warning as possible and get total agreement. If a milestone is late from the client, explain how this affects the deadline and don't accept responsibility yourself. Be kind and understanding, but keep your agreed boundaries firm unless you really can change them without suffering.
- 5. expect the unforeseen
- always include 5-10% contingency when costing up a project and, in the unlikely case you don't use it, build trust by refunding the surplus.
- 6. keep information concise
- keep each collegue, client and partner informed with the absolute minimum they need to know at any time, and only when they need it. Don't send out general project update emails to everyone - they'll soon stop responding. Use free online tools that colleages can access and update as they go along (like the excellent BaseCamp), and monitor them regularly. Always add 'last modified' dates and your contact details at the top of every document and append unambiguous dates to filenames (e.g. projectplan_08aug2008).
- 7. plan simple
- don't spend time producing complex project planning charts - you'll always depart from them and feel stressed as a consequence. Instead, just identify the crucial deadlines and set up a plain list of tasks that must be done to achieve each. Keep these somewhere accessible daily and focus only on immediate priorities. Don't be tempted to burden your lists with non-essentials.
Comments:
From: Ron Herrema, Thu Mar 11 22:21 2010
This is a helpful list. I've just started reading Richard Carlson's 'Don't Sweat the Small Stuff at Work'. which isn't about efficiency but about how to cope with the inevitable stresses of inefficient systems. One thing he talks about is the importance of acknowledging people's efforts, and I've found that this is something that lots of managers miss. 'Continuous improvement' is like a form of torture. People need to know that they're making a positive difference. (btw, thanks for the Paul Graham link)
Add a comment…
Comments (limited to 2000 characters or 300 words) will appear after approval. Your email will not be published, but include it if you want a personal response.