I have a short project coming up that seems too simple to need to go through all the usual processes. Is there a quick way to ensure that the project plans are baselined and tracked in my automated software? My boss will still want(s) effort, schedule and cost captured and reported and the usual PMI processes honored?
A. Collect cost receipts in a manila folder and ask team members to write down the time they spend on each task. You can figure out a report at the end.
B. Go through all of the steps, including your automated software files, just as you usually do. Short projects should be planned, documented and archived exactly as longer ones.
C. Use a quick plan with lighter documentation, but involve your team in close communication on a daily basis.
D. Pull a similar electronic project file from your archives and change its name to the name of this project. Submit this disguised project at the end.
This is a great question and evidence of an endemic issue for many project management professionals, which is really – my project management process and “automated software,” be it PPM or something lighter, is clunky or actually “not automated enough” so it’s a hassle and feels like a waste of time to go through and use for “minor projects.”
I concur with the sentiment of the answer provided that if the project – major or minor – is worth doing, then it’s worth tracking, which means the investments you’ve made in project management processes and tools should be leveraged to do so. And if those tools and/or processes make it overly cumbersome or time-consuming to do this for minor projects, then the process and/or tool(s) should be adapted to accommodate managing smaller projects easier.
A 200 hour departmental project should be easier to manage than a 20,000 hour enterprise project. That’s intuitive enough, but not always the case when processes and tools have been designed and implemented to manage, track and measure high investment projects. If employing the same processes and tools to manage and track smaller projects makes it unnecessarily complex and time consuming, is it really worth it?
Hello rogue projects.
Hello bad habits.
Hello failed investments in project management process and tools.
Processes and tools should be flexible to accommodate this delineation without sacrificing management capabilities or tracking requirements. If it’s too much work, it probably won’t be done if the perceived value/return of using the process/tools doesn’t correlate with the scope of work or time required to manage a seemingly minor project.
*ProjectManagement.com Newsletter 12/4/2013