By Geoff Reiss
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Additional resources for Project Management Demystified, 3rd Edition
If you had to construct 100 or so scanning electron microscopes each year for 100 different clients, you would know there is no logic connecting the different projects – a delay in one need not cause a delay in another. Where logic is secondary the sequence of doing work is controlled by the allocation of resources – the project manager becomes a resource manager. It is my belief that all projects fall somewhere on a spectrum. At one end of the project spectrum is the highly logical, stepwise project.
It might mean using a planner on a contract basis. It nearly always ends with a barchart of some kind. The barchart is normally your primary means of communication. Bit by bit, the plan should be developing in detail. Step 4 – agree the plan with your managers This involves running through the plan with the senior managers within the organization and explaining why activities develop in the way they do. This will almost certainly involve showing them the barchart, which shows the activities making up the entire project against a time scale, and frequently involves you in a discussion of why and how you intend to execute the various activities.
This seems to be quite meaningless. If someone makes a statement like that, you should ask questions such as: ‘Which How do you project plan? ’ A phrase such as ‘two weeks late’ in itself is pretty meaningless. It is as useful as ‘2 metres deeper’, ‘1 millimetre longer’, or ‘1 mile higher’. Such phrases are useless without some basis for comparison. A histogram. If you really want to know how late the project is, or really want to tell someone else about the project, the only true measure is to compare the currently predicted project end date with the project end date as it was predicted some time ago.
Project Management Demystified, 3rd Edition by Geoff Reiss