Before beginning any project, you and your project members need to determine the objective and purpose of it. This often is the most overlooked and disregarded aspect of project management. Knowing the purpose and goal helps you, and others, make appropriate decisions and choices during planning and implementation. Clarifying priorities and aligning team members help keep projects focused and on task. A lack of understanding of the ultimate purpose of the project can hinder and delay decision-making, and it can lead to failed projects. Take the time to think through the objective and purpose of each and every project. If you have done the project before, review the lessons you learned that you would want to incorporate into goals for the upcoming project. If management delegated this project to you, clarify their expectations and objectives of the project. Discuss or consider these questions to help determine the objective and purpose of your project:

When you’ve answered the questions, use your answers to develop a consolidated bulleted list of goals. To illustrate developing a project plan, let’s use an example of planning a company-wide annual meeting of 100 people that will be held in mid-December. Here are the goals for this sample project:

After the objective is determined, create a separate task list detailing all the action steps required to accomplish the project. Projects don’t get done in one giant step but through multiple baby steps. Breaking down the tasks can be done formally or informally through a variety of methods, such as facilitated meetings, brainstorming sessions, mind-mapping, or freehand writing. Whichever method you choose, you should have a complete list of every action step needed to complete the project.

Techniques for Breaking Down Tasks

If you’re unfamiliar with the techniques recommended in this chapter for breaking down tasks into more manageable chunks, you might have a hard time choosing a method that works best for you. These short descriptions might help:

•   Facilitated meetings—A facilitated meeting is a guided meeting lead by a neutral person (generally not a group participant or leader). The facilitator helps manage group processes and dynamics to ensure that a meeting is well-run, remains focused, and addresses essential issues and topics. Facilitated meetings work well for large projects.

•   Brainstorming sessions—The act of brainstorming involves focusing on one particular topic or problem and thinking through all the possible ideas or solutions. Brainstorming is designed to determine the best approach, no matter how unconventional, radical, or improbable it seems. When brainstorming is in process, someone in the group should record all the ideas on a tablet or easel. At the end of the session, the group reviews and organizes the ideas into groups and a timeline. For more detailed information about how to do brainstorming, visit the Mind Tools website at www.mindtools.com/brainstm.html.

•   Mind-Mapping—Mind-mapping is a technique used to unleash ideas from the brain. Mind-mapping starts with writing a topical word or phrase on a sheet of paper. From that word, you draw lines out and write additional words, pictures, or graphics that relate to subheadings or topics from that word. Then, from those words or graphics, you draw additional lines. For more information about mind-mapping, visit the websites of the originators of the technique—Tony Buzan (www.mind-map.com) and Peter Russell (www.peterussell.com).

•   Freehand writing—Freehand writing is a conventional way in which to write down ideas on a piece of paper. You write down the topic at the top of the paper and list bulleted words or phrases that relate to that topic. Your mind might come up with ideas in a logical sequence or not. With project planning, write down all the action items in a list view. When you complete the freehand list, you can organize it into categories, a timeline, and a priority structure.

You will find in the initial breakdown process that large tasks are identified as major components of the project. After the major components are identified, break those down even further into smaller tasks. Depending on the size of the project, you might have to break down tasks into even smaller tasks. Ideally, you should have the project broken down so that each task takes less than 4 hours to complete (this is merely a guideline, of course).

You will edit, add to, and delete from the task list throughout the life of the project. However, it is important at this stage just to write all the foreseeable action steps you need to complete and break them down into manageable steps.

Don’t forget to consider the final action steps necessary to wrap up a project after the main tasks are completed. These final action items could include

These action items are easy to overlook and leave out of the original plan, and project staff can find themselves scrambling to complete them at the last minute. Don’t forget to add these wrap-up tasks to your project plan so they are not forgotten.

Determining time and due dates for each action step establishes the sequence in which tasks should be completed. Begin by determining an exact (or optimal) due date for when the entire project should be completed. In the case of our example, the annual company meeting is to be held December 15. Then, estimate the approximate or optimal deadline date for each action item within the overall project timeframe. This backward planning approach allows you to know before you start the project how much time you will need to allocate each week or day to complete it.

Then, assign an approximate amount of time that each action item will take. For example, if you need to develop handouts for the meeting, how long should this take you or someone else in the project team? In our example, we have estimated approximately one 8-hour day to develop handouts. This is only an approximation and can, or will, change as we proceed in the project. If you find, as in our example in Figure 8.1, that some action items will take longer than 4 hours, consider breaking them down even further, if possible. Add up the time needed and figure a total time needed each week to get the project completed on time.

FIGURE 8.1 A Microsoft Excel example of a complete project plan using a spreadsheet format.

Determine the priority level of each action step if you have a medium to large project. Clarifying priorities helps you know which tasks to address first when you are under tight deadlines and have limited time in the week. When you realize that you have limited resources and money, you can then address those actions that are critical versus merely optional. You can prioritize using the A,B,C or 1,2,3 coding system. Tasks prioritized as A or 1, for example, might be essential to the project’s success, tasks labeled C or 3 might be relatively inconsequential, and the B or 2-level tasks might be helpful elements of the overall project that should be completed if possible.

To determine the budget for your project, you need to assign expenses to each applicable task in your task-list breakdown. Be sure to add in a cushion for hidden or unknown costs, such as cost estimates you have not received, mistakes or errors in quantity or amount ordered, or additional resources needed but not known at the time. You can either increase each line item by a certain amount or percentage (10%–15% is usually adequate) or add one total contingency amount line at the bottom for unknown expenses. Although you want the budget to be as detailed as possible, remember that it is merely an estimate of expenses to help you plan. If you are working with a mandated budget, you need to work backward from the total budget amount to ensure your action items meet your budget requirements.

For smaller projects, I recommend that you integrate the budget into the project plan; for medium to large projects, I suggest creating a separate document for budgets. Most project software programs, such as MS Project, have financial functions to help you develop budgets. You can also download Excel budget templates; go to Microsoft Online at www.microsoft.com and then click Templates from the sidebar list.

Here are some categories of costs you’ll need to consider when developing your project’s budget:

Within project teams, it is important that each task be assigned to specific team members. In addition to team members, external vendors and consultants can be responsible for completing individual tasks. However, usually within a project team there is a designated point of contact for each vendor or consultant to oversee that the designated task is monitored and completed by the vendor or consultant. Tracking the person(s) responsible and points of contact helps you monitor and follow up with individuals or vendors as necessary. Assigning a responsible team member helps create accountability for each task within the project and helps ensure that all tasks are completed as scheduled.

During the course of project planning, there will be notes—comments you will want to track with each action item to provide additional information, guidance, or suggestions. I suggest you create a column or text area in your project plan to track this type of information, as shown in Figure 8.1. These notes could include the following types of information:

Project Management Resources

The following are some project management websites that provide useful resources to plan and implement projects:

•   Columbia University (http://www.columbia.edu/~jm2217/#RecReading)—Columbia University has an extensive list of project management resources that include sample project templates, samples, guidelines, and links to other project-related websites.

•   PM Forum (www.pmforum.org)—This site provides international information on project management resources.

•   Project Magazine (www.projectmagazine.com)—This online site has some good, short articles on managing projects.

•   Project Management Institute (www.pmi.org)—The group that hosts this site is the association for project management professionals. They offer training, workshops, and certification for project management.

To do list

   Create a project plan in project management software or in spreadsheet or table format.

   Assign responsibility for plan updates.

   Determine a distribution list for the plan.

   Purchase customized project forms or templates if you prefer to handwrite the project plan.

For larger projects, you might want to consider creating the project plan within formal project management software, such as Microsoft Project, as shown in Figure 8.2. Most project management programs provide standard fields for tracking all the necessary information and tasks within the project. They also provide excellent timelines, charts, and graphs to help you graphically illustrate the project’s plan and progress. If you make adjustments to due dates, the software usually adjusts future tasks accordingly. I recommend that you use project management software for projects that involve more than six people and that will take more than 4–5 months to complete.

FIGURE 8.2 Here is a sample project plan developed in Microsoft Project. With Project, you have more capabilities to view your project in multiple views, including charts and graphs. Shown here is a GANTT Chart view with details listed of the sample project, “2005 Company Meeting Project Plan.”

You don’t have to use sophisticated project management software to plan projects. Some teams purchase project software and never use it because no one on the team has time to learn how to use the software. Don’t let this be a barrier to planning your project and creating an electronic project plan. You can use a simple Excel spreadsheet or Word table for creating your project plan. Both formats are easy to email as attachments and don’t require the installation of special software. You can use Microsoft standard project planning templates located online or create your own. If you create your own project table, create the following headings: Task, Due Date, Approximate Time, Budget, Person Assigned, Resources, and Notes/Comments, as shown previously in Figure 8.1.

You can also use the contact management (CM) or personal information management (PIM) software, such as Outlook, Lotus Notes, or GroupWise, to create your project management plan. With networked CM and PIM tools, you can create public or shared electronic task lists in the CM or PIM that can be viewed by everyone internally in your company. Usually you need your IT consultant to set up the shared task list. This saves the hassle of sending an updated version of document files to project team members each time an update is made. It also alleviates the need to learn a new project software. The other advantage of using existing company CM or PIM software is that tasks can be copied into your personal electronic task list or calendar, eliminating the need to reenter data.

If you are the only one involved in your project and you prefer handwriting your project plan, purchase graph paper or spiral bound project planners (manufactured by Tops Docket and Mead) that can help you write the plan in spreadsheet format. Some day planners also have separate note or graph pages designed for project planning. Or print a project template available online and handwrite the information. You can download an array of project forms from Project Connections (www.projectconnections.com) after you subscribe to the service (the first 15 days are free). Microsoft also has Excel to-do lists for project templates available for download free from its website at www.microsoft.com.

In addition, wall calendars and planners can be used as project planners. These are useful if you want to have a visual reminder of your project in a conference room, a hallway, or an office. At-A-Glance (www.ataglance.com) manufactures a variety of undated eraseable wall planners and calendars that could be used for project planning.

Project Management Software

The following are some project management software packages that can help you plan, manage, and track projects:

•   FastTrack Schedule (www.aecsoft.com)—FastTrack Schedule works with both PC and Mac systems. It also has the capability to synchronize with Palm OS handheld systems. This is handy if you need to have your project plan with you outside the office. This is a good, easy-to-use software for medium to small projects.

•   Microsoft Project (http://office.microsoft.com/en-us/FX010857951033.aspx)—Microsoft Project is a good project management tool for large, complex projects that have multiple people and resources involved. The newer version of the software is on the higher price end.

•   Milestones (www.kidasa.com)—Milestones sets itself apart from the other project management applications by its use and design of graphics within each window view. It creates beautiful illustrations of the project plan, schedule, and resources in a clear visual manner for presentations.

•   Project KickStart (www.projectkickstart.com)—Project KickStart is good project management tool for medium to small projects. The software links with Microsoft Word, Excel, PowerPoint, and Project for the easy importing of data. It also links with most major project software.

To do list

   Integrate your project tasks into your calendar and/or task list.

   Schedule regular project meetings.

   Monitor the project by planning follow-up calls or emails to other colleagues and project team members.

   Delegate effectively by providing all the necessary information to complete the task.

   Create a project file in your paper, electronic, and email file structures.

   Determine the best method (file folder, notebook, day planner, or magazine box) for organizing your paper documentation.

Communication is key to any successful team project. The project manager or coordinator should monitor the project plan and follow up with the person responsible for each action item either on or just after due dates. Performing regular task follow-up is key to maintaining accountability for all individuals involved with the project. Projects often fail or become delayed because of a lack of follow-up or monitoring.

The project manager or coordinator should schedule follow-up calls or emails in her task-tracking tool. By scheduling the follow-up in your calendar, you’re more likely to keep on top of the project. If you are using your electronic task tool, use the notes section to track the follow-up actions you have taken with others. Note the date and time of the follow-up, whether you called or emailed, the status of that task, and the project completion date. Tracking this data helps you in the future, in case you need to follow up with that task again. And recording this information lets you forget it and move on, so you can concentrate on other tasks.

Schedule regular project meetings either weekly or monthly. Regular project meetings help identify problems and provide necessary updates for others. During these meetings, you have an opportunity to uncover developing problems and determine the appropriate corrective actions. All members should come prepared to update the team on the status of their action items. The project plan itself should be updated to reflect any changes in deadline dates or additional action items. In Chapter 9, “Maximizing Meeting Time,” we discuss in more detail how to have effective meetings.

Some tasks involve delegating responsibilities to others who are not part of the project team, such as an administrative assistant, an intern, other department personnel, or temporary help. These individuals won’t have as much information and background on the project, so you will need to provide complete instructions, guidelines, and parameters for the roles you are delegating to them. Poor delegation leads to incomplete or failed tasks—problems which more often than not could have been avoided with proper communication. Here are some guidelines for effective delegation:

There will always be supplementary documentation, financials, correspondence, and meeting notes you need to track with all projects. It is important to create similar project files in your paper, electronic, and email file systems. Consider how you want to subcategorize your project. One way is to break it down either by topic or chronologically. Parallel all your information systems so you have similar subcategories developed in each area, as discussed in Chapter 3, “Joining the Electronic Age of Organizing.” Here are some suggested subtopics to consider creating for projects:

The following are some suggestions for various methods of organizing paper documentation for projects. Whichever method you choose, be consistent. If you create multiple areas in which to store project documentation, finding the necessary information can become difficult and time-consuming:

•   Create a hanging file—You can designate a separate file drawer for one project or have one file drawer for multiple projects. Determine space based on the scope and size of the project. For a large amount of documentation, purchase box-bottom file or hanging folders or expandable pocket file folders (which also come hanging). Consider using color hanging or tabbed files to color-code projects to make the folders easy to see and recognize.

•   Use a three-ring binder notebook—Three-ring binder notebooks are great tools to use for organizing project documentation. You can use tabs to designate the subcategories. Binders are especially useful if you need to be mobile with all your information at meetings or offsite.

•   Use your paper planner—If you use a paper planner, set up a separate tab for each project. You can include a paper copy of the project plan as well as track meeting notes in this section.

•   Use desktop or file boxes—Desktop or file boxes that are made from cardboard or plastic can also be used to store project documentation. This is useful if you would like your project on your desk or bookcase for easy and immediate access. Wilson Jones makes an excellent product, Perma Easy Files, that are cardboard boxes designed to hold tabbed file folders, as shown in Figure 8.3. They can be purchased or ordered through your local supply store or online.

FIGURE 8.3 Shown here is the Wilson Jones Perma Easy File, which can be used to help organize project documentation and files. For more information about this product, visit www.wilsonjones.com.