We'll touch on the tools you'll need; tell you how to keep users, project scope and deadlines in alignment; explain how to conjure up accurate estimates from little more than sketches on the backs of damp napkins; and then train you to go forth and get a high level of buy-in and support when things get hairy.
Tools of the Trade
Project management is no longer a new field of endeavor, and a number of tools and techniques are available that will help you do the job. Although we won't provide a how-to here on basic project-management applications, we'll quickly review the most frequently used tools:
>> Project- and Resource-Tracking Software. With these applications, you enter each task and subtask of the project as well as each subproject, then define resources, such as employees and contractors, and assign them. Most of these tools let you define priorities and set the order in which subprojects or individual parts of the project must be done. Many good specialized project-tracking tools are available, but remember, spreadsheets and even text editors can do the job in a pinch. The quality of your project management depends more on your skill and attentiveness than on the tools you choose to use.
>> Time-Tracking Software. These applications let you track in detail the amount of time it takes to implement your project. Keeping abreast of this information over time will help you improve your estimating skills.
>> Bug-Tracking and Source-Code Version-Control Software. These applications are not just for software-development projects. You can use these products to control changes to documentation, keep on top of the versions of vendor software that are in your standard desktop image and track problems with every portion of your project. (For more information on these products, see our recent review of version-control software, "Version Control, With Integrity", and for details on a broad selection of project-management tools, see our Interactive Buyer's Guide.)
You Need It When?
Every project has road bumps. The most frequent obstacle is an increase in the total project workload, caused by growth of the project's scope or by the discovery of unforeseen problems. When the scope of your project changes and you know deep down inside that you are not going to be able to meet deadlines, you're probably often tempted to keep trying anyway, asking more of your staff in a vain attempt to keep to your original time lines. Unless your project was overstaffed to begin with, however, this is just not a viable option. And the larger the project, the less viable an option it is.
So what can you do? The first rule of thumb is never just tell your users "No" or "It can't be done." They may not understand the intricacies of your project or the impact their requests have on it, but they consider themselves relatively intelligent people. "We can do that, but ..." is a much better way to start off the conversation. If you can explain to them what trouble an increase in scope causes and offer them scenarios in which everything they want is completed, most users are willing to make the hard choices themselves. They may even surprise you and ask, "What if we cut this other really time-consuming piece?," thus providing a solution that hadn't even occurred to you.
Whenever you do change the scope or the time line of your project, document what the change was and why it occurred. This is necessary for two reasons. First, if you're ever called upon to explain why a project went over your initial estimates, you'll have written notes to prod your memory. Second, it's useful to keep a list of all the unforeseen problems that can impact each project so you can anticipate similar issues in the future.
In most instances, you will want to circulate paper memos to the primary stakeholders while using e-mail to keep in touch with customers with whom you are working directly. But each project is different, so don't hesitate to send paper memos to everyone or use e-mail exclusively. You must adapt communications to whatever works best for that particular project.
When discussing project status and resource needs with your customers, no matter how frustrated or burned out you feel, always remember that you are part of the overall team. The customers cannot accomplish business goals without you, and your job is to help them understand the project and its implications to the IT situation and the company at large.
Project managers are at the frontline in showing that IT is leading the way to meeting business goals. You are in a unique position to help your customers grow the business. Use that position well. In the end, you have to work to balance customers' needs against delivery time lines and corporate budgets.
On the other hand, you also have to keep tabs on and advocate for your piece of the team pie -- personnel management is part of the project manager's job. You can't allow the creeping scope of your project to translate into months of overtime. If you're not managing the amount of work required of your staff, you're not managing the project. Period. You must ensure that customers are aware of the choices available to them and of the impact those choices have on your team.
Another major goal is to keep the team focused and open to new ideas. This is particularly true if your group has been together for a while. Far too often "tried-and-true methods and technologies" are better described as "old-and-worn-out habits." But if you're introducing risk into your project by trying something new, make certain your customers are aware of the gamble and willing to accept it. In short, you are the advocate for your team. You'll walk a fine line -- you don't want to let your team get overburdened, but you also don't want to let opportunities pass by. Keep your eyes peeled for ways you can help move the team and the project forward by offering new ideas and innovative solutions to customer problems.
Use your strengths: Your technical background and knowledge keep you in touch with your team and can help you guide them to meet the requirements of the project.
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