Define the Project
List the tasks
Estimate times and costs for each task
Find the critical path
Consider crashing or overlapping critical tasks
Draw Gantt (bar) chart
Calculate resource requirements over time
Assess risks, and prepare action plans
Monitor progress to the Gantt chart
Monitor cumulative cost
Communicate progress and changes
Review: learn and praise
About The Author
12. Review: learn and praise
You will need to be seen to be leading the project. This means:
- The only time you, the team, and the organisation can learn
- Meet as a group, with a flip-chart
- Project Manager does not do the writing, but sits in the group
- What was good, that we would want to repeat and to tell others to do in similar projects?
- What was not so good, that we could advise others to avoid
- What could we have done even better, knowing what we now know?
- Document the above and keep all the reviews in one place – on the intranet, or in a file where each project has just one side of A4 for its review
- Requires a no-blame culture and honest “owning up”
- Requires finding the time (and maybe a number to book it to) even for projects which are overspent – in fact especially for those!
- Categories which might be useful to consider during the review: were sufficient resources available? was the customer happy or not (and why?), quality of the original proposal / initiation document, contractor relations and performance, and any opportunities for future work.
- You might also review the performance of team members with them and/or with their line manager – significant achievements, areas of strength, and areas for development.
- An opportunity to thank the team, perhaps even celebrate completion of the project – maybe you could all go and have a pizza or a curry?