The Project Notebook

“Taking a Break” Doesn’t Mean Delaying the Project

By: Susan Peterson, M.B.A., PMP
Copyright 2012, Susan Peterson, All Rights Reserved
No part of this article may be used or reproduced in any manner whatsoever without written permission.

It’s that time of year when many people realize that summer is drawing to an end and with it the opportunity to take a well-deserved vacation. With project schedules generally tight and overly optimistic, project managers may find themselves tempted to ask their teams to defer vacations until some “magical” future time when there is slack in the schedule. Since slack never seems to materialize, a project manager may find that all the deferred vacations come due at the same time to avoid a company mandate to “use it or lose it”. Then the project manager is in a worse bind. Team members who have sacrificed their optimum vacation times are now at the point of total burnout and do not want to hear that “only one of you can be gone at a time”. However, a little advance planning can allow vacations when people want to take them without delaying the project or causing deliverables to be negatively impacted.

When project managers develop the initial project plan, the vacation schedules of team members need to be considered. Some organizations provide a combined “personal” time allowance that can be used for vacation, illness, or other personal activities. Developing a master vacation schedule identifies not only those times when there could be major impact on deliverables but also if there are periods when several team members will be gone. Overlaying this master vacation schedule on the project plan will highlight any potential problem areas.

Suppose that there are multiple timeframes when several team members plan to be gone. There are many options that a project manager has. If the team reports to the project manager, he/she can talk with the team to emphasize the need to re-structure vacation timing. The project manager should emphasize what has been done to accommodate the majority of planned vacations. Asking the team to work out the schedule themselves is often effective. Only if the team reaches an impasse should the project manager play a role in determining final scheduling. If the team is told that failure to reach a decision on its part will result in a more arbitrary process, there is stronger impetus to resolve any issues without project manager intervention.

A more challenging situation exists when the project team is organized in a matrix structure and does not report to the project manager. In such a situation the project manager can also ask the team to resolve its own schedule conflicts. However, if the team does not reach a resolution, the project manager must then approach the functional managers of the team members. This is definitely one time when the project goals and benefits need to be defined in the specific terms of each functional manager in order to emphasize the importance of this upfront negotiation. For example, a marketing manager may not be concerned that his/her representative’s absence will delay selection of new software. However, that same marketing manager will definitely “take notice” when informed that delay in software selection will also delay the implementation of a new management bonus plan.

Regardless of how dedicated project team members are, everyone needs a break once in a while. That principle also applies to project managers. Upfront planning for vacations can result in a more productive team that remains focused on the ultimate project goals and deliverables.

Susan Peterson, M.B.A., PMP, is a consultant who manages diverse programs and projects in both the private and public sectors for individual organizations and consortia. She also conducts enterprise assessments of project portfolio management practices. Prior to establishing her consulting practice Susan led major efforts for Fortune 100 organizations throughout the United States. She teaches the Project Management Simulation capstone course in the University of California, San Diego, Project Management certificate program and is a member of the curriculum committee. She can be contacted at susanada@aol.com.

A Fresh Start for an Old Project

By: Susan Peterson, M.B.A., PMP
Copyright 2010, Susan Peterson, All Rights Reserved

As we ring in a brand new year full of promise, we may feel the incentive to make resolutions to improve our lives in a variety of ways. Just as the calendar gives us an “excuse” to start anew in our personal lives, it can also give us the impetus to re-think the current projects with which we are involved. It’s easy, particularly with a lengthy project, to feel trapped in a rut. The meetings all sound alike, the progress is miniscule, and the personality conflicts abound. Or perhaps the project is progressing as planned, but people seem to be sleepwalking through their tasks. While keeping the goals of a project intact, there are some easy actions that can revitalize a ‘tired’ project.

A good place to start with a fresh approach is the actual project work to be accomplished. A quick, high-level overview of what’s progressing, what’s lagging, and what doesn’t seem to be moving at all can often pinpoint tasks that can be dropped or at least modified. Generally, at the beginning of a project there is a tendency to list every possible task in order to ensure that nothing will be missed. As the project progresses, at least some of these tasks become superfluous, redundant or meaningless. Since other tasks surface as the project progresses, the team members as well as the project manager can experience a sense of being overwhelmed. The overview can identify tasks that can be dropped, leaving everyone with a sense of relief.

A common challenge on project teams is that there is little or no “cross pollinization” among team members with regard to activities and responsibilities. The start of a new year is a good time to make some changes in who is doing what. The team can provide input with regard to new assignments so that the project manager is not faced with merely rearranging the Gantt chart resource allocations. While there are some people who would not willingly accept a different assignment even if it meant a 50% raise, the majority will welcome some change that they have controlled. New perspectives are bound to surface.

What would a project be without meetings? Now is a great time to look at the actual purpose of each scheduled periodic meeting that is connected with the project. Consider the following questions:
1) What is actually getting accomplished in each one of these meetings?
2) Are the meetings poorly attended?
3) Is the attendee list growing while the output is dwindling?
4) Are the same things being re-hashed at every session?
If the answer to #1 is “very little” or “nothing” and at least one of the remaining questions can be answered with a loud “yes”, it’s time to revamp the meeting, eliminate it or use a more effective method of communication.

Now that everyone is back from the holidays, it’s a good time to re-energize projects by capitalizing on the renewed energies of the manager and the team. A little overhauling can produce major positive results.

Best wishes for 2011!

Susan Peterson, M.B.A., PMP, is a consultant who manages diverse programs and projects in both the private and public sectors for individual organizations and consortia. She also conducts enterprise assessments of project portfolio management practices. Prior to establishing her consulting practice Susan led major efforts for Fortune 100 organizations throughout the United States. She teaches the Project Management Simulation capstone course as well as the Project Portfolio Management course in the University of California, San Diego, Project Management certificate program and is a member of the curriculum committee. She can be contacted at susanada@aol.com.

Memorial Day 2010


History of Memorial Day

Blogging Break

For the next 3-6 months, I’m planning a brief blogging break to consider some site upgrades and advance other projects I’m working on. Susan Peterson’s articles will still appear as she provides them, there will be occasional short announcements and articles by me, and you may find some of my work in other places such as PM Hut and Project Management Questions. If you are interested in updates or have questions, please drop me a line at sdcapmp@aol.com or leave a comment on this post.

Cheers!
Ray

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© 2010-2012 Ray W. Frohnhoefer, MBA, PMP, CCP