Blog Beginning 2-Maureen Gorman
Depths of Learning
Monday, July 18, 2011
Wednesday, June 1, 2011
Thursday, February 10, 2011
Analyzing Scope Creep
Analyzing Scope Creep in “Reaching for Tomorrow-Charlotte 2012” Thoughts about the planning of the National Democratic Convention
The Democratic National Convention Committee has decided to use Charlotte, NC as the hosting city for the 2012 Democratic National Convention. The head of the committee will serve as the project manager and all team members will steer our city members in a direction that will expand with each breathe of design. Project stakeholders are enthusiastic and already heading forward with plans to expose the rest of the nation and all attending participants to southern hospitality and local charm. The iron triangle of planning (Mindtools, 2011) will include extensive measures considering scope, budget, and schedule. Before a decision was made by the committee, an analysis was made of the people, places, and promises that where readily available to future visitors. With a mild September climate, a sparkling clean location and the Carolina blue skies government officials will find this an ideal spot to mix business with pleasure.
An event like this will require an extensive budget with all types of workers needed from every avenue and every corner of entertainment, security, and business. Vendors, merchants, restaurants and entrepreneurs are all hoping to find a place in the hustle and bustle of party politics. The most important thing to remember about the plan is that one is needed now. With the charter and the plan, the committee can exhaust the natural and human resources needed for this city to put on the Ritz, the glitz and the charm we enjoy and take for granted each day. With the excitement and frenzy, the project committee will need to take inventory and reserve a place for a remarkable event. With advice from Denver, and a close look and previous trials, risks, headaches and solutions, North Carolina can chart the future course of events.
The enthusiasm here is evident, but the plus side is also followed by those needs and circumstances that have gone unnoticed. With the instructional design concept “scope creep” issues suddenly emerge. This is defined as “the natural tendency of the client, as well as project team members, to try to improve the projects output as the project progresses”. (Portney, 2008)
The issues specific to Charlotte require an extensive search for functional and convenient parking along with extensive coordination with transportation officials that require a close look at the airport and facility space. A three year construction plan for the only airport garage has been lost in the scope planning. This will significantly block delegates from freely coming from and going to the airport. It will obstruct airport parking for rental vehicles, public transportation, taxi and shuttle services to and from temporary housing facilities. This alone will require an extended budget for travel expenses for buses in detours zones and additional traffic patrol. Parking facilities will need to rent and secure spaces from church parking lots, public parks and possibly sports and college facilities. The budget may surpass the previous convention budget, and current schedule of events. Even though events are centrally located in the uptown area more initiatives are needed to engage and accommodate visitors in a central location.
Another issue is that the approval of vendors may consume many budget hours and resources. One suggestion from Denver is to compile a directory of services for consideration in the initial stages. In Denver, officials created a directory of 3,500 potential vendors. (Pittman, 2011) Any particular way a committee can maximize services and minimize the selection service will free budget money for the exact calendar days. The greatest focus will be the fund raising efforts made by the host group. Money is always a challenge to any project and in prior years finance goals fell short but eventually exceeded to $55 million. Since this can serve as a target amount any means to achieve this end can be enlisted within and beyond the Charlotte area.
Throughout the next year various problems and projects will be added to the list of original plans. Knowing and expecting changes is realistic. Documenting those changes is essential. By communicating results the city of Charlotte has a partner and friend-Denver. The article in Sunday’s Charlotte Observer –“Lessons from Denver” discloses the problems that can affect a convention project. Despite those problems with security, transportation, protests and “scope creep” a major U.S. city was able to complete a project of major significance.
The best options at this time is for the hosting city, Charlotte, and the Democratic National Convention to stay on course, use prior research and experiences and make changes while presenting a major event with expectations for success. The governor of Colorado notes the importance of project team management-“It is one of the most incredible experiences of my life… I was being forced to use every skill and every experience I’d ever accumulated in my entire life.”(Hickenlooper, 2011) Although we are a small city we can estimate about 4,000 delegates and possibly over 50,000 more visitors to downtown/uptown in September of 2012. (Rexrode, 2011) The tools of social networking will take on new dimensions. Can we exceed our greatest expectations? Will fundraising efforts secure the money needed for success? Now that we know some statistics and a general ball park number of $55 million can or will we proceed? As we “reach for tomorrow” we can expect promise, change, challenges and national recognition.
Pittman, K.V. (2011) Vendors Lobby for Convention Work Charlotte Observer Sunday, February 5, 2011
Mindtools (2011) The Iron Triangle of Project Management - Balancing Your Budget, Scope, and Schedule http://www.mindtools.com/pages/article/newPPM_54.htm
Portny, S.E., Mantel S.J. Meredith, J.R., Shafer, S.M., Sutton, M.M., & Kramer, B.E (2008) Project Management-Planning, Scheduling, and controlling projects Hoboken, NJ: Pearson
Rexrode, C. (2011) Lessons from Denver Charlotte Observer Sunday, February 5, 2011
The Democratic National Convention Committee has decided to use Charlotte, NC as the hosting city for the 2012 Democratic National Convention. The head of the committee will serve as the project manager and all team members will steer our city members in a direction that will expand with each breathe of design. Project stakeholders are enthusiastic and already heading forward with plans to expose the rest of the nation and all attending participants to southern hospitality and local charm. The iron triangle of planning (Mindtools, 2011) will include extensive measures considering scope, budget, and schedule. Before a decision was made by the committee, an analysis was made of the people, places, and promises that where readily available to future visitors. With a mild September climate, a sparkling clean location and the Carolina blue skies government officials will find this an ideal spot to mix business with pleasure.
An event like this will require an extensive budget with all types of workers needed from every avenue and every corner of entertainment, security, and business. Vendors, merchants, restaurants and entrepreneurs are all hoping to find a place in the hustle and bustle of party politics. The most important thing to remember about the plan is that one is needed now. With the charter and the plan, the committee can exhaust the natural and human resources needed for this city to put on the Ritz, the glitz and the charm we enjoy and take for granted each day. With the excitement and frenzy, the project committee will need to take inventory and reserve a place for a remarkable event. With advice from Denver, and a close look and previous trials, risks, headaches and solutions, North Carolina can chart the future course of events.
The enthusiasm here is evident, but the plus side is also followed by those needs and circumstances that have gone unnoticed. With the instructional design concept “scope creep” issues suddenly emerge. This is defined as “the natural tendency of the client, as well as project team members, to try to improve the projects output as the project progresses”. (Portney, 2008)
The issues specific to Charlotte require an extensive search for functional and convenient parking along with extensive coordination with transportation officials that require a close look at the airport and facility space. A three year construction plan for the only airport garage has been lost in the scope planning. This will significantly block delegates from freely coming from and going to the airport. It will obstruct airport parking for rental vehicles, public transportation, taxi and shuttle services to and from temporary housing facilities. This alone will require an extended budget for travel expenses for buses in detours zones and additional traffic patrol. Parking facilities will need to rent and secure spaces from church parking lots, public parks and possibly sports and college facilities. The budget may surpass the previous convention budget, and current schedule of events. Even though events are centrally located in the uptown area more initiatives are needed to engage and accommodate visitors in a central location.
Another issue is that the approval of vendors may consume many budget hours and resources. One suggestion from Denver is to compile a directory of services for consideration in the initial stages. In Denver, officials created a directory of 3,500 potential vendors. (Pittman, 2011) Any particular way a committee can maximize services and minimize the selection service will free budget money for the exact calendar days. The greatest focus will be the fund raising efforts made by the host group. Money is always a challenge to any project and in prior years finance goals fell short but eventually exceeded to $55 million. Since this can serve as a target amount any means to achieve this end can be enlisted within and beyond the Charlotte area.
Throughout the next year various problems and projects will be added to the list of original plans. Knowing and expecting changes is realistic. Documenting those changes is essential. By communicating results the city of Charlotte has a partner and friend-Denver. The article in Sunday’s Charlotte Observer –“Lessons from Denver” discloses the problems that can affect a convention project. Despite those problems with security, transportation, protests and “scope creep” a major U.S. city was able to complete a project of major significance.
The best options at this time is for the hosting city, Charlotte, and the Democratic National Convention to stay on course, use prior research and experiences and make changes while presenting a major event with expectations for success. The governor of Colorado notes the importance of project team management-“It is one of the most incredible experiences of my life… I was being forced to use every skill and every experience I’d ever accumulated in my entire life.”(Hickenlooper, 2011) Although we are a small city we can estimate about 4,000 delegates and possibly over 50,000 more visitors to downtown/uptown in September of 2012. (Rexrode, 2011) The tools of social networking will take on new dimensions. Can we exceed our greatest expectations? Will fundraising efforts secure the money needed for success? Now that we know some statistics and a general ball park number of $55 million can or will we proceed? As we “reach for tomorrow” we can expect promise, change, challenges and national recognition.
Pittman, K.V. (2011) Vendors Lobby for Convention Work Charlotte Observer Sunday, February 5, 2011
Mindtools (2011) The Iron Triangle of Project Management - Balancing Your Budget, Scope, and Schedule http://www.mindtools.com/pages/article/newPPM_54.htm
Portny, S.E., Mantel S.J. Meredith, J.R., Shafer, S.M., Sutton, M.M., & Kramer, B.E (2008) Project Management-Planning, Scheduling, and controlling projects Hoboken, NJ: Pearson
Rexrode, C. (2011) Lessons from Denver Charlotte Observer Sunday, February 5, 2011
Thursday, February 3, 2011
Project Management/Decisions/Budgeting
Analysis and self-evaluation are an important part of project management. Considering the resources from the past few weeks at Walden University and searching the web I have come to speculate the skills needed to be a successful PM. The following link had allowed me to connect and reflect on the essentials. How good are your skills? One interesting way realize your own potential with this article "How Good Are Your Project Management Skills?"
http://www.mindtools.com/pages/article/newPPM_60.htm
Grid Analysis
Making a Decision By Weighing Up Different Factors
Also known as Decision Matrix Analysis, Pugh Matrix Analysis, and Multi-Attribute Utility Theory (MAUT)
Viewing this article shows the simplicity but effectiveness of using a grid to analyze and weigh decisions. Also know with other names and very similar to the RASCI charting.
http://www.mindtools.com/pages/article/newTED_03.htm
OODLE is another article starting with observation in the process and a list of questions used to analyze and make wise decisions.
http://www.mindtools.com/pages/article/newTED_78.htm
http://www.mindtools.com/pages/article/newPPM_60.htm
Grid Analysis
Making a Decision By Weighing Up Different Factors
Also known as Decision Matrix Analysis, Pugh Matrix Analysis, and Multi-Attribute Utility Theory (MAUT)
Viewing this article shows the simplicity but effectiveness of using a grid to analyze and weigh decisions. Also know with other names and very similar to the RASCI charting.
http://www.mindtools.com/pages/article/newTED_03.htm
OODLE is another article starting with observation in the process and a list of questions used to analyze and make wise decisions.
http://www.mindtools.com/pages/article/newTED_78.htm
Thursday, January 20, 2011
Communicating Effectively
Effective communication among all project team members is essential for a project’s success. (Van Erp, 2011) This week a multimedia presentation did demonstrate three different types of communication that can be used by project managers. The example involved two people Jane and Mark. Jane needed a report from Mark to complete her report. Samples were given to illustrate her attempts to communicate with Mark to receive his portion of the work to be included in an overall report(http://mym.cdn.laureate-media.com/2dett4d/Walden/EDUC/6145/03/mm/aoc/index.html) The immediate request was informative but not alarming to the reader. After viewing the three samples, I understand the significance of each. The three methods include an email, a telephone call, and a video cast. The letter appeared to be the clearest form of communication which is usually expected in a formal work setting. A phone call can be professional but often is considered as a casual mode of communication. A video cast is probably the most personal form and maybe not the most cost effective for a single communication. In each multimedia example a specific purpose and message was given and a friendly personal tone apparent while staying professional. The summary was short and her appeal respectfully presented.
As I read the letter, I began with a certain amount of caution. Somehow the words in text flagged me immediately that there could be a problem, especially with the use of certain words. (e .t but) I don’t think there was a remarkable difference between the examples but think the video was more personal and in the end distracted with a smile that minimized the urgency and seriousness of the matter. I personally believe that a written statement is one way to” minimize extraneous stimuli”. (Mayer, 2010) Sometimes when I am listening, I can also become distracted by body language, or fashion that may have very little to do with the message . I can be caught off guard by language mechanics, organization or spelling errors and again the message has lost the point of impact. I don’t believe that one approach is better than another. Again the audience or the reader is taken into consideration and some may respond immediately to a phone call and just file a letter.
A video cast may be more entertaining and complicated to coordinate with a script but appeal to visuals learners. Several factors contribute to my medium of choice. Which message is easy to retrieve? Which message may get lost in a shuffle? Which message may have complications downloading? Both sides, the author and the recipient, have to be considered. Using all three examples multiplies the chances that Mark will read and respond. Seven key points are worth remembering when trying to communicate.
A series of suggestions are given for communication in a web article ”How to Communicate With People: Seven Keys to Effective Communication”. First and foremost is to stay and remain confident in communicating, stay interested, use open ended questioning rather than yes, and no, listen twice speak once, begin and end with knowledge, take risks, start small, be social. (Dorchak, 2007) The most logical key is to start small and remain confident which is evident in these examples. What I have learned with these examples is the message is important but the way the message is delivered is crucial. The components of effective communication require different approaches including verbal, nonverbal, and listening. The receiving end also has to be open to the message and the affect in which it is delivered will determine whether a quick response is given. A connotative response will respond to the message after interpreting the positive affect design or the manner in which it is given. After observing the positive affect of the project manager in voice, tone, and body language the other team members will also use a positive affect with each other.
Dorchak, D. (2007) How to Communicate With People: 7 Keys to Effective Communication Life Script
http://www.lifescript.com/Soul/Self/Growth/How_To_Communicate_With_People_Seven_Keys
Mayer, R. E. (Ed).(2005). Cambridge Handbook of Multimedia Learning. New York: Cambridge University Press.
VanErp,N.(2011) Project Management-6145-3 Resources Walden University,
Minneapolis,MN
The Art of Effective Communication
http://mym.cdn.laureate-media.com/2dett4d/Walden/EDUC/6145/03/mm/aoc/index.html
_
As I read the letter, I began with a certain amount of caution. Somehow the words in text flagged me immediately that there could be a problem, especially with the use of certain words. (e .t but) I don’t think there was a remarkable difference between the examples but think the video was more personal and in the end distracted with a smile that minimized the urgency and seriousness of the matter. I personally believe that a written statement is one way to” minimize extraneous stimuli”. (Mayer, 2010) Sometimes when I am listening, I can also become distracted by body language, or fashion that may have very little to do with the message . I can be caught off guard by language mechanics, organization or spelling errors and again the message has lost the point of impact. I don’t believe that one approach is better than another. Again the audience or the reader is taken into consideration and some may respond immediately to a phone call and just file a letter.
A video cast may be more entertaining and complicated to coordinate with a script but appeal to visuals learners. Several factors contribute to my medium of choice. Which message is easy to retrieve? Which message may get lost in a shuffle? Which message may have complications downloading? Both sides, the author and the recipient, have to be considered. Using all three examples multiplies the chances that Mark will read and respond. Seven key points are worth remembering when trying to communicate.
A series of suggestions are given for communication in a web article ”How to Communicate With People: Seven Keys to Effective Communication”. First and foremost is to stay and remain confident in communicating, stay interested, use open ended questioning rather than yes, and no, listen twice speak once, begin and end with knowledge, take risks, start small, be social. (Dorchak, 2007) The most logical key is to start small and remain confident which is evident in these examples. What I have learned with these examples is the message is important but the way the message is delivered is crucial. The components of effective communication require different approaches including verbal, nonverbal, and listening. The receiving end also has to be open to the message and the affect in which it is delivered will determine whether a quick response is given. A connotative response will respond to the message after interpreting the positive affect design or the manner in which it is given. After observing the positive affect of the project manager in voice, tone, and body language the other team members will also use a positive affect with each other.
Dorchak, D. (2007) How to Communicate With People: 7 Keys to Effective Communication Life Script
http://www.lifescript.com/Soul/Self/Growth/How_To_Communicate_With_People_Seven_Keys
Mayer, R. E. (Ed).(2005). Cambridge Handbook of Multimedia Learning. New York: Cambridge University Press.
VanErp,N.(2011) Project Management-6145-3 Resources Walden University,
Minneapolis,MN
The Art of Effective Communication
http://mym.cdn.laureate-media.com/2dett4d/Walden/EDUC/6145/03/mm/aoc/index.html
_
Thursday, January 13, 2011
Project Post Mortem
Project Post Mortem-Project Management 6145
The idea of a project named “Post Mortem” is part of learning to accept and grow into an effective team leader or a team player using a past challenging project. Sometimes those projects require taking a risk. That’s exactly what I did by accepting a job with a team chosen to host an engagement party. I found it’s never too late to learn from a failed attempt. With this article “The Project Management Minimalist: Just Enough PM to Rock Your Projects!” I found answers to fixing a process that resulted in many confused stakeholders. Fortunately enough, the members where accepting of Murphy’s Law and close friends of the project manager. It helps to have a group that allows “newbies” to attempt new prospects. In the following post, I have changed names and left out specific details but the following course of events is very real indeed!
At one point in my life I was asked to help a roommate who contracted with an acquaintance to host an engagement party. Although I was not the project manager, I learned quite a bit about project management from the perspective of a dishwasher. Since Rena was an experienced banquet server, she had no experience with party planning. She had a very outgoing personality and took a step out in faith to accept a contract for a major event. This event did have a catering company but used Rena and friends as a service agent.
The agreed amount was about 800.00 per event- which was extremely modest for the nature of work. Rena spent many hours planning, shopping, and gathering resources for the start of her business. She bought napkins, glassware, and managed the drinks for the events. Everything was prepared for in bits and pieces, and on the day of the engagement party, she only had a few servers show up. They had never waited on banquet tables and a work and scope plan was not defined. Rena trained the server’s minutes before the event. Many more people were needed for preparation, seeing the expectations were for a fine dining event. Although the materials were carefully and tastefully selected in collaboration with the soon to be bride, and the facility was first rate as well as convenient, the task analysis was not planned. All the workers were dependent on Rena and one of her coworkers. It appears the resources were in place, but really, not ready for the event. An Armenian church provided most of the essential tableware and the kitchen tools but did not provide the staff. We were the staff and had to assume the operations of an unfamiliar kitchen. The kitchen was well equipped with a very efficient dish washing system, but there was no floor plan for the servers to place or remove plates. It appears the preparation of the facility was a positive factor. The place settings, the tablecloths, the flowers, the entertainment were all in place just as the couple had planned. The weakness of course was the undefined job expectations and job definitions. The staff looked good but required much direction beyond the first course of salad distribution.
As a result of not identifying tasks, the three roommates(including me) worked up to about 2:00am in the morning, which is several hours after the expected closing time of 11:00 pm. The project was not a complete failure but did fail to deliver a celebration meal in a timely, organized fashion and left a few of the workers with the brunt of the heavy labor. Assigning staff members to oversee and delegate routine work tasks could have relieved the end of the evening struggles. Hell’s kitchen became a reality for us and could have been prevented with stronger planning and identification of work roles. That day we had the concrete tools and resources but we lack the “Nuts and Bolts” of service performance. Starting first with the team is essential. If ever asked to coordinate a service team again I would use these following recommendations given by Michael Greer in “The Project Management Minimalist: Just Enough PM to Rock Your Projects!” (Laureate, 2010)
Step 1: Define the project concept, then get support and approval.
Step 2: Get your team together and start the project.
Step 3: Figure out exactly what the finished work products will be.
Step 4: Figure out what you need to do to complete the work products. (Identify tasks and phases.)
Step 5: Estimate time, effort, and resources.
Step 6: Build a schedule.
Step 7: Estimate the costs.
Step 8: Keep the project moving.
Step 9: Handle scope changes
Step 10: Close out phases, close out the project.
These suggestions along with the coaching tools and encouragement given by Michael Greer are especially helpful for anyone thinking about taking on a major project. The simple statement to “Celebrate the Chaos Within” (Laureate International, 2010) gives me a fresh perspective to the confusion that comes with challenges. Those challenges often make way to great success stories. Rather than becoming discouraged, I often look to this comment “turn scars into stars”. My attitude is: what will make a difference is embracing reality with one wise lesson in Project Management.
Greer, M. (2010). The Project Management Minimalist: Just Enough PM to Rock Your Projects! Specifically created for Laureate International Universities
The idea of a project named “Post Mortem” is part of learning to accept and grow into an effective team leader or a team player using a past challenging project. Sometimes those projects require taking a risk. That’s exactly what I did by accepting a job with a team chosen to host an engagement party. I found it’s never too late to learn from a failed attempt. With this article “The Project Management Minimalist: Just Enough PM to Rock Your Projects!” I found answers to fixing a process that resulted in many confused stakeholders. Fortunately enough, the members where accepting of Murphy’s Law and close friends of the project manager. It helps to have a group that allows “newbies” to attempt new prospects. In the following post, I have changed names and left out specific details but the following course of events is very real indeed!
At one point in my life I was asked to help a roommate who contracted with an acquaintance to host an engagement party. Although I was not the project manager, I learned quite a bit about project management from the perspective of a dishwasher. Since Rena was an experienced banquet server, she had no experience with party planning. She had a very outgoing personality and took a step out in faith to accept a contract for a major event. This event did have a catering company but used Rena and friends as a service agent.
The agreed amount was about 800.00 per event- which was extremely modest for the nature of work. Rena spent many hours planning, shopping, and gathering resources for the start of her business. She bought napkins, glassware, and managed the drinks for the events. Everything was prepared for in bits and pieces, and on the day of the engagement party, she only had a few servers show up. They had never waited on banquet tables and a work and scope plan was not defined. Rena trained the server’s minutes before the event. Many more people were needed for preparation, seeing the expectations were for a fine dining event. Although the materials were carefully and tastefully selected in collaboration with the soon to be bride, and the facility was first rate as well as convenient, the task analysis was not planned. All the workers were dependent on Rena and one of her coworkers. It appears the resources were in place, but really, not ready for the event. An Armenian church provided most of the essential tableware and the kitchen tools but did not provide the staff. We were the staff and had to assume the operations of an unfamiliar kitchen. The kitchen was well equipped with a very efficient dish washing system, but there was no floor plan for the servers to place or remove plates. It appears the preparation of the facility was a positive factor. The place settings, the tablecloths, the flowers, the entertainment were all in place just as the couple had planned. The weakness of course was the undefined job expectations and job definitions. The staff looked good but required much direction beyond the first course of salad distribution.
As a result of not identifying tasks, the three roommates(including me) worked up to about 2:00am in the morning, which is several hours after the expected closing time of 11:00 pm. The project was not a complete failure but did fail to deliver a celebration meal in a timely, organized fashion and left a few of the workers with the brunt of the heavy labor. Assigning staff members to oversee and delegate routine work tasks could have relieved the end of the evening struggles. Hell’s kitchen became a reality for us and could have been prevented with stronger planning and identification of work roles. That day we had the concrete tools and resources but we lack the “Nuts and Bolts” of service performance. Starting first with the team is essential. If ever asked to coordinate a service team again I would use these following recommendations given by Michael Greer in “The Project Management Minimalist: Just Enough PM to Rock Your Projects!” (Laureate, 2010)
Step 1: Define the project concept, then get support and approval.
Step 2: Get your team together and start the project.
Step 3: Figure out exactly what the finished work products will be.
Step 4: Figure out what you need to do to complete the work products. (Identify tasks and phases.)
Step 5: Estimate time, effort, and resources.
Step 6: Build a schedule.
Step 7: Estimate the costs.
Step 8: Keep the project moving.
Step 9: Handle scope changes
Step 10: Close out phases, close out the project.
These suggestions along with the coaching tools and encouragement given by Michael Greer are especially helpful for anyone thinking about taking on a major project. The simple statement to “Celebrate the Chaos Within” (Laureate International, 2010) gives me a fresh perspective to the confusion that comes with challenges. Those challenges often make way to great success stories. Rather than becoming discouraged, I often look to this comment “turn scars into stars”. My attitude is: what will make a difference is embracing reality with one wise lesson in Project Management.
Greer, M. (2010). The Project Management Minimalist: Just Enough PM to Rock Your Projects! Specifically created for Laureate International Universities
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