8 Tips on how to improve managing interactive projects

I wrote down a few reminders to myself this morning on what successful habits did I have last year which I could continue to expand on this year. I managed to identify 8 key Project Management traits that enabled me to successfully deliver projects last year. However, similarly to a golfer who continuously works on his/her swing, I need to continue working on my skills as they are not always 'at the ready' in every situation.


Here is the list of successful skills / habits I identified:

1. Observe / Anticipate: There is definitely a soft skill that Project Managers can all work on. The skill of observing how your team works together. Through this skill you can then begin to predict behaviours for future projects and possibly identify future challenges and risks. Nobody can really predict the future with 100% accuracy - but being able to anticipate possible challenges enables you to lead the team with foresight.

2. Research: Understanding the technology that will be the foundation of the interactive project assigned to you can help in your ability to deliver it on time and budget. At the start of a new project, take some time to do research and ask questions of the tech team. Nobody is expecting you to execute the work, but understanding the tasks at hand will help in ensuring your project structure enables the team to succeed.

3. Facilitate: Once the project is underway, provide assistance to your team members in facilitating their tasks. small and mundane tasks are the bane of everyone's existence. Taking ownership and facilitating tasks, such as; scheduling meetings, booking rooms, reviewing and gathering creative assets for hand off to tech teams can all help ensure a smooth project execution.

4. Negotiate: As all good project managers know, our greatest skill is negotiation: especially in the task of negotiating more time to complete a project than maybe required. It will help account for mitigating any unanticipated risks that may occur. Or, you may just deliver the project ahead of schedule. Be aware in your negotiations that you are striving for an outcome that is beneficial to the existence of the project.

5. Tracking: Keep an eye on your team's progress on an regular basis. Watch for signs of slippage - and address it as soon as possible with the resource. Tracking their progress will provide you with a clear picture of your project's process - and enable you to correct projects that are slide off-track. However, be conscious that there is a threshold with every resource between "status updates" and "nagging". Find that balance and you will not seen as a "whipping stick" roving the hallways "PM'ing" everyone.

6. Lead time for resources: If possible, provide resources with advance notice of projects and their expected participation. This will enable the resources- and help structure their priorities. And more importantly it demonstrates respect for the resources' time.

7. Document: Be a stickler for status and tracking documentation. This task can be the most time consuming but the content that you capture is pure gold.

8. Communicate: Be sure to meet with your team members to understand their status - be it formal or informal. Also be the fountain of knowledge for the project. And if you are unsure of an answer, seek out the answer quickly. Ensure your interactions are timely, and crucial to facilitating your resources end goals. When required, schedule efficient meetings.

Kicking off 2008 on the right foot

Another lengthy day of meetings. Everyone is optimistic that the group is going to achieve great success in 2008. If you are attending similar meetings these days (or hearing about them) I suspect that probably your teams are full of ambitious plans as well. Possibly, they are suggesting a Social Media project or two as an opportunity to think "outside the box".

Very exciting.

As a project manager, however, this is the time of year that I get nervous. I watch as the thinking around the marketing campfires take on a distinctive strategic air, and there is little interest in executional details. I guess it is understood that those details will be worked out later, at some point, — right?

Often when these plans do arrive at the PMO, somewhat conceived and sold through to the project stakeholders (senior management, clients etc.) - I feel like the big bucket of cold water, splashing a resounding "no" - or - "we need to look at the facts" - or - "what is our budget on this" - or - " I don't think we have the resources at that time" all over these once dry plans.

I understand that the marketers are attempting to conceive of a brilliant strategic plan and solving a communication problem, while being innovative; all at the same time. Meanwhile, as project managers, we are attempting to ascertain scope and goals and establish the project's structure and resources. Two trains of thought heading in different directions.

How can we bridge this gap?

Let me suggest to my marketing, pr, and account services brethren to contemplate an opportunity to achieve great communication success: reach out to the internal project management teams as soon as possible to help you in your planning development.

Bridging this gap in the early part of the year by including your project manager to help you plan, will enable your strategic thinking to achieve an easier reality.

"Unless commitment is made, there are only promises and hopes... but no plans." :Peter Drucker

Microsoft Office Project Server 2007 Server Pack 1 Update

Microsoft has released Service Pack 1 for the Microsoft Office 2007 Suite.

Download it here:
http://www.microsoft.com/downloads/

The fixes cover a bunch of different applications and platforms, so it will take some consideration in rolling it out.

Be Productive.