How well are you coping with each task in your project? That depends a lot on how well you’re periodically monitoring activities and using your management skills to give you control of those activities and the people your employ. Outlined on an accredited prince 2 course.
Most managers do an effective job of monitoring activities, but obviously, they are too busy all day to keep a close eye on activities. It’s too much work for them to do that so they do a decent job of monitoring activities, but they aren’t aware that there is still a lot of work to do in their project.
Successful project managers use project management skills to keep their teams of people aware of activities and use feedback, monitoring, and recognition systems to keep their people on track.
There are 5 fundamental steps in monitoring your projects:
If your project requires people to do a lot of events and support the people doing the tasks, you’ll need a monitoring system that is flexible enough to keep track of the events. You can use a lot of extra techniques and work with your people to create your monitoring system, but the most important thing is to recognize when something is off. I think the biggest problem with many project managers is that they think that their controlled activities are monitoring activities. They’re not. They are Phase One and Phase Two activities, but Phase Three and Phase Four are usually going to be the most challenging for your control system to take control of.
Ideally, your project management system will contain Phase F. (This is the part that is usually forgotten, with the exception of new managers and those who don’t plan work very well.) That way when you are managing an event at Phase F you can return to your phases and reflect on whether you still want to be in control of that activity or not. You can then pull that activity out of your monitoring system and schedule it out again.
An effective project completion should be proud of because you and your team are proud of it. Once you agree to finally prepared work, you can update the overall planned schedule and set up methods to capture all the activities necessary to complete that project.
Here’s how it should work:
You can use the most conventional techniques of negotiating with them, and you can ask them to plan work around the work they’re already doing. Here are some techniques that haven’t been used that much “in the old days” in the work environment.
The first thing you should set up is some kind of timeline for these deliverables, a rough estimated cherry-picking of them. There may be some wiggle room here – but if otherwise, your team is going to have work to cut into your schedule, you should be able to get some timing down fairly easily. Then set up a series of meetings you can hold to discuss the next steps. You’ll find that the right people will score points with you with their competing worlds, which is great for getting more out of your projects.
You may decide to have an even video debrief for every project that your team works on. This will allow you and the folks working on the project to see our work in progress, understand what’s happening, ask for help as needed, and allow others in your team to watch. Often you’ll hear things like, “I guess I dreaded this sort of meeting”, or “I’m worried I’ve got a lot more to do.”
Well, the thing is we don’t have to do that if we have a proper monitoring system set up to deal with situations like this. The idea here is to make as much progress as possible, rather than describe to them how to do something they’ve done before.
Change has a long life, and estimation is one of the challenges you’ll encounter. If you have a project with multiple phases, set up a separate timeline to talk over the “start-over” changes you can make in between. Don’t miss them when you’re trying to get the work done, because it’s a very quick way for folks to think, “I’m not going to see what I need to do today,” or “I’m watching too many commercials.”
Notice that you have in applications combined with different people, nomenclaturing themselves as resources. Specially Transform this group for any event or project. Your project managers will have done a lot of team building, and understand what’s on your side, and what that means for your project.
Do not only handle the “how” task because you are going to ask someone to “do it.” You have to ask someone to “do it”, and they won’t learn that if they’re supposed to do it every time. I’ve seen people, and teams, get composure, get into their work, only to discover that someone else might be doing what they are supposed to do. This can have a detrimental effect on your intent.