Part of a series on customising Microsoft® Project® to make working with schedules more useful.
This post describes how to generate universally-readable “soft” PDF Gantt charts to circulate to stakeholders, with dynamically generated labels that provide them with useful information about the view, and provide you with useful information about how you might re-create the view.
So why would you want to use this approach, how do you do it, and what’s in it for you as a result? Continue reading “How to create PDF Gantt chart extracts with dynamic labels in MS-Project®”
This book encourages project management professionals to reflect on and interpret their experiences, using (more or less familiar) bedtime stories as inspiration.
Continue reading “Bedtime Stories for Project Managers (Book Review)”
Part 3 of a series on customising fields in Microsoft® Project® to make working with project schedules more useful.
So you’ve created a useful programme schedule, and you are now working on keeping it on the right track. You’ve set up fields to calculate RAG status, but what if you want some schedule management information to go with it, in the form of some compact RAG status explanation to go with it, without having to study the baseline vs. forecast dates and % complete, working it out in your head line by line?
This post describes how to customise a Text field to display a very compact schedule management commentary to explain why a project schedule item should be Red or Amber.
So why would you want to use this approach, how do you do it, and what’s in it for you as a result? Continue reading “Schedule automation: How to customise MS-Project® text fields to show schedule management diagnostics”
Part 2 of a series on customising fields in Microsoft® Project® to make working with project schedules more useful.
So you’ve created a useful programme schedule, and you are now working on keeping it on the right track, reviewing the plan regularly with the Programme Manager and Project Managers. You will probably review the programme schedule regularly – focussing on on items with Red or Amber RAG status – but how do you use MS-Project to ensure that you don’t skip items that probably should have been marked amber or red?
This post describes how to introduce some schedule automation by customising a text field to display RAG status (based on performing some simple tests and calculations with dates).
So why would you want to use this approach, how do you do it, and what’s in it for you as a result? Continue reading “Schedule automation: How to customise MS-Project® text fields to calculate RAG Status”
Part of a series on customising Microsoft® Project® to make working with project schedules more useful.
So, you’ve inherited a set of project schedules that you need to combine into a useful programme schedule. How do you set up a framework to enable you to quickly find and diagnose schedule setup problems, without having to deduce and apply complex combinations of filters?
Here is an approach I have used successfully on several programmes. Continue reading “How to customise MS-Project® to diagnose schedule setup problems”
Top tips drawn from experience
To create an project or programme information hub, you could do a lot worse than setting up a SharePoint team site as suggested by Dux Raymond Sy’s definitive book on the subject. If SharePoint is already used in your organisation, it’s virtually a no-brainer.
SharePoint document libraries represent a great way to share documents across teams, giving you features like metadata classification, automatic version control, and more efficient document management. Julian Maynard-Smith outlines the benefits of a proper document management system in this great post.
However, there are some things that I have discovered for myself over several years of creating and using project management libraries on SharePoint sites that I would like to share with you. Continue reading “6 PMO productivity pointers for Microsoft® SharePoint® Team sites: Libraries”
Top tips drawn from experience
To create an project or programme information hub, you could do a lot worse than setting up a SharePoint team site as suggested by Dux Raymond Sy‘s definitive book on the subject. If SharePoint is already used in your organisation, it’s virtually a no-brainer.
Project management “RAID” registers are prioritised lists of things like Risks, Issues, Actions, Decisions and so on. Keeping registers helps you to keep track of the factors affecting your project, and the things going on within it, so that the whole thing ticks along more smoothly.
Microsoft SharePoint offers some facilities that can be used for this quite effectively, However, there are some things that I have discovered for myself in several years of creating and using project management registers on SharePoint team, sites that I would like to share with you. Continue reading “6 PMO productivity pointers for Microsoft® SharePoint® Team sites: Registers”
High risk rapid delivery or lower risk slower delivery – which would you go for?
Until recently, my morning commute into work comprised a bus journey to the station, a train into London, and another bus to the office. One morning a few weeks ago I was ready about ten minutes earlier than usual so instead of waiting about 15 minutes to catch my usual bus, I took the earlier bus from near my house. I had already bought my train ticket so I didn’t have to queue at the station, instead waiting just a few minutes to get on a train about 25 minutes earlier than my usual one. Once in London I went to the bus stop, and joy of joys, the bus arrived straight away.
All in all, by leaving my house about 25 minutes earlier than usual, I managed to arrive at my desk at least 45 minutes earlier. I had made a significant time “profit”!
There were some unexpected but very welcome fringe benefits too – the earlier trains and buses are less crowded and so I have more chance of getting a seat (making the journey more pleasant) and often enough elbow room to do some work on the way (making the journey also more productive).
It occurred to me that what had happened here was akin to what I do at work with schedule tuning – I had experienced a journey with less slack time (waiting) between the fixed duration events (journey stages) to enable an earlier final delivery (my arrival at my desk).
I now regularly use this approach to get to my desk earlier. Having less slack in the plan introduces risk of course; if any of my journey stages runs even a few minutes late then it all falls apart and the rest of the journey reverts to the (considerably slower) Plan B. But it works enough of the time to make it worth persisting.
Are you able to use schedule optimisation like this to cut the overall duration of your projects? Are you more concerned with earlier delivery, regardless of overall project duration? Or do you go for a less risky plan with more slack?
© Copyright Pragmatic PMO Ltd, first published in 2012
How PMOs can smooth the path of projects, to help make changes more “sticky”
A while back I attended a PMO FlashMob discussion facilitated by Ranjit Sidhu of ChangeQuest and hosted as usual by Lindsay Scott of Arras People.
This session was on how PMOs can help projects to deliver organisational change more effectively. There were several interesting take-away messages, of which I found the most interesting to be:
- If you want a change to “stick” (without people reverting to the old way of doing things), it is just as important to get the people ready for the change (Change Management) as it is to get the change ready for the people (producing project deliverables).
- The most successful Change projects allow stakeholders time to “grieve” for the old ways, and time to become familiar with the new ways. These projects put in consistent effort to maintain momentum on the journey from the “as is” to the “to be”, until the post-change ways become “the new normal”
- Small pilots (preferably including some vocal objectors) can generate early successes that can be used as good news stories to spread the word and help to form positive opinions.
- Change projects may well be asking BAU workers to carry extra work above and beyond their “day jobs” (with all its targets and objectives). During major changes, a significant proportion of people experience sufficient stress so as to pose a risk to their mental health. What can projects do to help organisations come through the Change experience still healthy?
- Just telling people about the Change and what will happen will only get you so far. Listening to stakeholders and demonstrating what you have done with their feedback will get you much farther.
PMOs (especially PfMOs) have a unique position on the interface between the projects being carried out to effect organisational change, and the people out in the wider organisation who experience the change happening to them. So PMOs can help changes to stick by:
- Including change management themes in project reporting (at least as a RAG category, or preferably as a measured deliverable).
- Devising and delivering approaches to express change management as a quantified KPI.
- Becoming the “eyes and ears” of projects; picking up informal stakeholder views on projects.
- Project and Programme PMOs can also make change easier internally by providing good quality inductions for new project team members.
So those were the key points for me (Lindsay’s are here) from what was a very informative and useful session on how PMOs can help to make change “sticky”.
© Copyright Pragmatic PMO Ltd, first published in 2015
Like a piece of machinery, plans need a good design, room to breathe, and good maintenance…
A while back I attended an APM presentation on the role of the dedicated Project Planner, part of a series given by Andrew Jones, at the time of Athena Project Services.
His presentation contained several key points that resonated with me so I thought were worth restating in the light of my own experience. Continue reading “Project Planning Pointers”