Turn Your New Year’s Resolutions into a Project

If you’re like me, you have had a few challenges with achieving your New Year’s resolutions. Willpower, lack of focus, not really your resolution but one that someone else thought would be good for you, not knowing how to go about achieving the resolution. These are all things that have kept me from being as successful as I would have liked to have been in the past. So what can we do to be successful in achieving our New Year’s Resolution? Last year I decided to attack my resolutions a little differently. I decided to turn them into a Project and to use Project Management and Goal Setting techniques to successfully achieve my Resolutions. After all, I am a Project Manager. The process you should go through is as follows:

1. Document your resolution in as much detail and as specifically as possible. In other words, identify what it is that you want to happen and by when.
2. Identify at least 3 reasons why you want to achieve each resolution. The more ‘whys’ you can come up with, the better chance you have of being successful. (If you can’t come up with at least 3 ‘whys’ then maybe this really isn’t your resolution)
3. Consider each resolution and identify the actions you will need to take to achieve it.
4. Identify how these actions relate to each other and schedule their completion as part of an Achievement Plan for each resolution.
5. Gather together each of the Achievement Plans into a Resolutions Achievement Plan(RAP).
6. Include a review of the RAP activities as part of your normal day-to-day planning process and include necessary activities into your normal Activity Planner.
7. Monitor the achievement of your actions on a timely basis. Take whatever action is necessary to stay on target and keep your RAP up to date.

Let me give you 4 hints on how to keep yourself motivated and focused on achievement.

1. Read your resolutions and the reasons why you want to achieve them at least once a day and preferably twice.
2. Visualize yourself having already achieved the resolution and while you are reading them put that vision in your head.
3. Get a buddy, let them know what you are doing and ask them to help hold you to your RAP by asking for achievement information.
4. Whenever you are trying to do something or not do it ask yourself this question, “Will doing this take me closer to or further away from achieving my resolutions?” Once you get that answer decide whether you want to do it or not.

The last thing is to ‘Have Fun’ doing this, remember to enjoy the day-to-day journey and you will have a much greater chance of achieving whatever it is that you truly want to achieve in 2016. Good Luck and Have Fun.

Let me know how things turn out.

Richard

Richard Morreale is a professional speaker, author, trainer, and c-suite consultant specializing in Program and Project Management, Change Management and Success Strategies. For more information or to book Richard as a speaker email him at richard@richardmorreale.com or ring him at 336 598 2793.

Project Planning – The Steps to Produce a Structured Plan

My article last week introduced Project Planning as one of the most essential steps to take in the management of your project. I wrote that next to Requirements Documentation Project Planning is the second most important thing for a Project Manager to do. I talked about what I saw as the contents of a good Plan. I also identified what happens when you don’t have a plan and mentioned that in all my audits of successful and unsuccessful projects, I found that lack of proper planning was the 2nd most reason that projects failed. I also wrote that for a plan to be accepted by all those on the project, they would have to have helped put it together. Today, I’m going to write about how to structure your planning.

So what does a structured plan look like. Well, a structured Project Plan is broken down into a number of levels. Those levels are: Level 1 – Project, Level 2 – Stages, Level 3 – Products, Level 4 – Milestones, Level 5 – Activities, Level 6 – Tasks.

In terms of the plan, the Project itself is the top level and it can be broken down into a number of sequential or slightly overlapping Stages. Each Stage can be broken down into at least one but, in almost all cases, a number of Products. Each of the Products are produced and delivered by completing a number of Activities. Some Project Plans even break the Activities down into Tasks to provide greater granularity of the work required to produce the Product. Milestones can be identified at whichever level you wish for tracking purposes. In terms of this example, I’ve established the Milestones at the Product level.

By the way, I don’t care what names you give to the various planning levels just as long as your planning is structured into logical levels. Some people might substitute the term Phases for Stages; Deliverables for Products; Tasks for Activities and Activities for Tasks. It doesn’t matter what you call the different levels as long as you pick one naming standard and stick with it. It’s not the name that’s important. The important thing is that you do it.

So, what’s the process that you go through to develop the Project Plan? Well, the Project Plan on any of the Projects I’ve managed, say over the last 30 years, was developed by following this 9-step Planning Process. The amount of time you take to prepare this plan using the steps below depend, obviously, on the size and complexity of the project. The steps are as follows:

Step	Action
1	Break the Project down into major Stages of work. A major Stage of work delivers a major product at the end of the Stage.
2	Identify the Products to be produced and delivered in each Stage. The work in each major Stage will produce at least one and maybe more than one Product.
3	Describe, in detail, the agreed content standards for each of the Products. The actual contents down to the Section, Subsection and lower, if needed for estimating, monitoring or controlling, should be documented.
4	Produce an Activity breakdown of the work required to produce each Product. Based on the contents standard, what are the Activities that need to be accomplished to produce each of the Products.
5	Organize the Activities into a ‘Dependency Network’. This network will show start and completion relationships among all of the Activities.
6	Identify planning and estimating criteria for each Activity. This is the criteria used to estimate timescales to complete an activity.
7	Assign resources to each Activity. Assign the people on your team that are available or the type of person you require. Use this to recruit or assign, as required.
8	Schedule each of the Activities using either an automated planning tool or manually. You can use a Project Management tool such as Microsoft Project or other Project Management tool you might have.
9	Smooth resources, as required, to create the most optimum schedule. Move Activities around as much as possible, within completion constraints, to smooth out the resource requirements.

This process will help you put a well-structured, comprehensive, realistic, achievable Project Plan in place.

And while you are doing all of this, remember to ‘Enjoy the Journey’

Richard Morreale is a professional speaker, author, trainer, and c-suite consultant specializing in Program and Project Management, Change Management and Success Strategies. For more information or to book Richard as a speaker email him at richard@richardmorreale.com or ring him at 336 598 2793.

Project Managers, Lighten Up!

There are certain characteristics that I believe a person should have to be a truly great Project Manager. Certainly, a Project Manager must have the ‘hard skills’ associated with planning, organising, monitoring and controlling . In addition, however, the Project Manager should also have ‘soft skills’ that include enthusiasm, energy, commitment to excellence and success, self-motivation, the ability to motivate the Team, great interpersonal skills, excellent communication skills, honesty, openness and a really good sense of humour. That’s right – a really good sense of humour.

I was leading a seminar once with attendees from all over the world and by the time I listed these characteristics along with a few others on the flip chart one of the attendees, a beautiful lady from Italy said, “If you find a man like that I’ll marry him”. I replied that if I found a man like that, I’d marry him although my wife and children would probably have something to say about it.

At any rate, I believe it is the Project Managers responsibility to establish an environment where project team members can laugh and enjoy themselves. Don’t  take yourself too seriously. If someone is going to be the butt of a joke make it you.

What we are delivering to the client is important and very serious, and we should recognise that, but I also know that with a light atmosphere in place on the project we have a much better chance of delivering the project successfully.

So, lighten up, enjoy yourself, make sure the Team members are enjoying themselves and never, that’s right,  never take yourself too seriously. Have a great time!

Richard Morreale is a consultant, professional speaker, trainer, coach and author in Strategic Planning and Implementation, Business and Culture Change and Project and Program Management. For more information, contact Richard at 336 322 1320 or Richard@richardmorreale.com  To view his Project Management Products go to www.richardmorreale.com/shop/. To download Richard’s free 33 page e- book, 10.5 Top Reasons Projects are Unsuccessful go to www.richardmorreale.com.