My wife's WBS

I'm so proud! My wife has a lot of things to do between preparing for Thanksgiving and the big church retreat. She was explaining them all to me so I told her she needed to create a Work Breakdown Structure. I started her off, showing the difference between projects, deliverables and activities. Then I headed outside to do some work. By the time I returned, here is what I found:

She did everything right and is using it to complete all her work. Deliverables are all nouns, activities are verb-noun format.

Good job Kathy!

The Art of Project Management - Chapter One

Having recently read Sun Tzu's 'Art of War' I saw many similarities between war and managing projects. Call the enemies risk and chaos and most of the 2,500 year old advice applies quite well. So I am going to dedicate a few posts to what I humbly call: 'The Art of Project Management.' I give Sun Tzu full credit for his observations. I simply paraphrase him to shift the advice to my field.

 

Chapter One

Laying Plans

 1. Sun Tzu said: The Art of Project Management is of vital importance to the company.

2. It is a matter of survival or bankruptcy, a road either to success or to ruin. Hence it is a subject of inquiry which can on no account be neglected.

3. The Art of Project Management, then, is governed by five constant factors, to be taken into account in one's deliberations, when seeking to determine the conditions obtaining in the field.

4. These are (1) The Moral law; (2) Heaven; (3) Earth; (4) The Project Manager; (5) Method and Discipline.

5,6. The Moral Law causes the Project Team to be in complete accord with the senior staff, so that they will follow them regardless of their careers, undismayed by any danger.

7. Heaven signifies night and day shift, winter and summer, times and seasons.

8. Earth comprises distances, great and small and the technologies used to cross these distances.

9. The Project Manager stands for the virtues of wisdom, sincerity, benevolence, courage and strictness.

10. By Method and Discipline are to be understood the forming of the team in its proper extended teams, the graduations of rank between leaders, extended team leaders and team members, the maintenance of vendor supply lines and control of budget.

11. These five heads should be familiar to every Project Manager: he who knows them will be successful; he who knows them will not fail.

12. Therefore, in your deliberations, when seeking to determine to best project, let them be made the basis of a comparison, in this wise:

13. (1) Which of the two projects is most in accord with the Moral Law?

(2) Which of the two Project Managers has the most ability?

(3) With whom lie the advantages derived from Heaven and Earth?

(4) On which side are methods and discipline most rigorously enforced?

(5) Which Project Team is stronger?

(6) On which team are the leaders more highly trained?

(7) On which team is there the greater constancy both in reward and punishment?

14. By means of these seven considerations I can forecast success or failure.

15. The Project Manager that hearkens to my counsel and acts upon it, will succeed: let such a one be retained in command! The Project Manager that hearkens not to my counsel nor acts upon it, will fail: let such a one be dismissed!

16. While heeding the profit of my counsel, avail yourself also of any helpful circumstances over and beyond the ordinary rules.

17. According as circumstances are favorable, one should modify one's plans.

No leadership dooms Biggest Loser competition

It amazes me to see how a simple project can be doomed by the lack of a clear leader. Last night's 'Biggest Loser' featured a simple project. The team had to construct a pontoon bridge out of a stack of large, heavy, inflatable rafts that could be attached to each other to reach an island in the middle of a river. On the island was another stack of rafts with which they had to construct another bridge to reach the other side of the river.

Their rival team had already completed this task and had set the time to beat of 39 minutes.

The team were given a few minutes to strategize and it became clear immediately that they were going to fail. Many people asserted their right to be the leader but no-one allowed themselves to be led by any others. I saw several reasons why no leaders emerged:

1) The game is set up to have the contestants compete against each other in the long run so there was a lack of trust in the short run

2) There was no one vocal leader who asserted their leadership at the beginning

3) Many different people put forward different strategies but no one grasped anyone else's strategy

When the time for planning had ended and the horn sounded to start the competetion, all the contestants knew and even said out loud that they had no strategy. Yet they all started running around with their own plans to complete the project. A couple of minutes of focused planning would have solved this but they all ran straight to their jobs, using competing strategies and getting in each other's way. At times some were standing around waiting for others to do things, some were floating rafts, others were dragging them.

There was no communication before or during the project. People were shouting competing commands but no one was listening to anyone else.

What lessons can we get from this?

A) If no clear leader is assigned or emerges during the planning session, you must take the reins yourself or advance the leadership of the person you think is most suited for the job. This leader must be respected enough by the group to allow them to follow him/her for the duration of the project.

B) Even if you are competing with your peers in the long run for that promotion, that key project, that bonus, don't let this get in the way of short-term goals like project success. If the project fails, another PM may get blamed giving you a short-term gain but you also might all be out of a job.

C) Spend enough time to plan the project so that you have no-one working at cross-purposes, even if that time is taking away some of the execution time of the project. You will finish the project earlier in the long run.

Communication means listening to others, not just talking. The old adage of two ears and one mouth applies to project management.