Project Management ++
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Activity:
Question posted: 05 26 2008 00:35:40 +0000,
3 answers, 120 views, last activity
07 06 2010 20:18:08 +0000
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Lessons Learnt with Project Management Tools/Scheduling Packages.
A. Through MS PROJECT EARNED VALUE MANAGEMENT (EVM) could be done and Earned Value Reports could be generated for better Tracking and control. .
B. Although there are lot of Tools in the market available for Scheduling/generating various SPC (Statistical Process Control) Outputs Ultimately its the data that we feed in Matters, if the data is Junk, Tool O/p will be junk.
C. Using a Scheduling Package / Scheduling software for scheduling is same as Managing the Project - This is a Common Misconception -In reality Project Management involves much more - Managing stake holders, team members vendors , risks scope etc.
D. Project Schedule is as good as data entered in the MS Project/any other Scheduling Package. Scheduling Packages cant determine the best no. of the people to assign to activity to yield best results.Scheduling Packages cant determine the skill level needed to perform activities. Scheduling Packages - Doesnt Replace need for Communication, Cant Help team synergy, morale or Quality, Cant Determine Resource Interaction ie, Which resources work well together.
I am increasingly sensitive to the fact that project management tools and program methodologies are inherently higher-level constructions. They operate down to 1000 ft - maybe 500ft. Below that, they must rely on the skills of the individual project team members to make sure that the small things are done right.
If you have motivated, organized, reliable, meticulous team members, the project management tool will handle the larger dependency and resource management issues. If your team members are less reliable, the project management process will simply be a vehicle for contention.The devil is often in the details. Small additions and omissions (at the blade of grass level) can affect a project almost as much as whether a key review meeting was held.
IMHO, you have to marry the higher level project management tools with a well-defined low-level _operations process_. In a software project, that means using Microsoft Project for the big picture, possibly Scrum task management for the daily task control, and lots of supporting process tools and methods like unit testing, documentation, wiki, shared desktop, etc. etc.
You need effective tools, methods and process systems that cover all of the levels.
One last point: In big projects, the high level, long-term dependency and resource management issues tend to be the hardest to control. In small projects, the low-level process management issues seem to dominate. The toolkit needs to be flexible enough to adjust emphasis depending on the size and demands of the project.
We use Intervals for our project management, which we built based on our work flow needs and experiences as a web development firm.
Our biggest lesson learned was that we have to track our time. Filling out time sheets at the end of the day doesn't work. Not tracking time doesn't work. We use the web-based timers in Intervals to track our time on every project we touch.
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