Creating the Project Plan for a small project is difficult for many reasons. One of them is that the boss wants you to start as soon as possible without “wasting” a lot of time with meetings and paperwork. Also the boss usually doesn’t give small projects much thought before dumping them in your lap. You clearly see that this is a recipe for failure.
Good project managers know that for every minute you spend on your project plan you save 10 minutes during the execution of the actual project. The reason for that 10 to 1 payback is that a plan allows the team to focus on executing rather than deciding what they’re going to do next. A project plan also communicates to everyone what you’re going to do and how you’re not going to do it. So how do you deal with the boss and still get even a basic plan?
Project Plan: Drive-thru Window at “Projects Are Us” Fast Food
You can do your project plan like the order-taker at a fast food drive-thru window. The fast food approach to planning is focused on getting started quickly by finding out what you. Here’s an example of how to apply that approach to a new Supply Room Project the boss emailed you about. You’d go to his office and the conversation would go like this:
Project Manager: “Exactly what do you want me to deliver on the last day of the project?”
Boss: “I want you to clean up the file room!”
Project Manager: “That’s what you want me to do but what is the end result you want me to deliver? What should I be able to show you at the end of the project?”
Boss: “I am too busy for games. I want you to show me a clean file room!”
Project Manager: “What is your standard for a clean file room?”
Boss, irked: “Nothing on the floor and everything stacked neatly in part number order”
Project Manager: “I can deliver that.” But then you remember how the fast food folks at the drive-thru window always ask if they can supersize it. So you add, “Do you also want to make it easier to find supplies? Not everyone knows the numbers of the parts.”
Boss, smiling for the first time: “Good thinking. I get a lot of complaints about things being hard to find. Let’s kill two birds with one stone.”
Project Manager: “Great. Give them to me and I will suggest some additional deliverables before I leave today!”
What did the project manager accomplish here? First, he/she improved the chance of project success. They would have been near zero if the project manager had just started work with a scope of “clean up the file room.” Second, the project manager enhanced their credibility by asking some good questions that earned the boss’s praise. The approach used here appeals to a lot of bosses who sponsor projects. Particularly the ones who often complain about the planning meetings and paperwork that are necessary to start a project. In the fast food approach, you’ll forget all that PMBOK® stuff and reach agreement with the boss on the project’s scope. The project manager’s “supersize” question got a great reaction from the boss and they could continue talking about what business value the project has to deliver. The the project manager can get to work.
You can learn these skills for small projects in our project management basics courses.
At the beginning, when you and Dick talk to design your program and what you want to learn, you will select case studies that fit the kind of projects you want to manage. Chose you course and then select the which specialty case study from business, or marketing, or construction, or healthcare, or consulting. That way your case studies and project plans, schedules and presentations will fit your desired specialty.
- 101 Project Management Basics
- 103 Advanced Project Management Tools
- 201 Managing Programs, Portfolios & Multiple Projects
- 203 Presentation and Negotiation Skills
- 304 Strategy & Tactics in Project management