James P. Tate, Cogent Management Resources, LLC
January 26, 2010
Project management has often been taught as a course in Gantt charts or CPM diagrams with the implication that these tools will solve all the problems encountered in managing a project. This essay seeks to put these tools in perspective and give a brief overview in the basics of project management.
Project management refers to the planning, control and work involved in a one-time, unique activity that is not expected to be repeated again. Because it is a one-time (usually the first time) activity, planning will pay huge dividends. Taking a little extra time to plan at the beginning of the project will serve to reduce mistakes, shorten the project time and keep down project costs.
The first activity in the project planning process is to define the project objective or end goal. This sounds obvious, but many projects become disasters simply because it was assumed that everyone understood the goals. When in fact each project worker had a different view of the final goal. Taking time to write, or draw, a clear picture of the desired result will go a long way to keeping everyone on track and avoid confusion later in the project life cycle.
From this end goal, the second activity is to list all the tasks that must be completed to achieve the goal. It can be made easier by first listing the tasks as they come to mind, and then placing them in time sequence. Now you may begin to see the value of the first planning activity. If there is confusion about the end result this confusion will be enhanced as project team members find themselves working on the wrong tasks because they have differing goals?
After making this list of tasks, look at each task and determine what sub-tasks are necessary to accomplish each task. Again, arrange the sub-tasks in time sequence.
Depending on the complexity of the project, this listing of tasks and sub-tasks may be repeated several times.
There is a point at which you have temporarily exhausted your ideas of tasks and sub-tasks. Now you can begin creating a Gantt chart or CPM diagram using your list of tasks. You will make estimates of the time required to complete each activity and assign each activity to a person or department for completion. In this diagramming process, you may uncover additional tasks. Add them to your chart or diagram.
With the diagram or chart completed, you should calculate the time and resources needed from each person or department involved in the project. This resource estimate will show which persons or departments will be over-worked or under-worked in a given time period. You will have to adjust your chart or diagram to match your resource capacity to the project demands in a particular time period.
Be prepared to present the project schedule and activities to your subordinate personnel. They should be able to make recommendations for any adjustments to this schedule.
As you begin undertaking the project work, frequent project meetings will help you keep the project on course and identify for correction any omissions or surprises in the project plan. As the project nears its end goal, you may need to increase the frequency of the meetings as the inevitable little “surprises” start to show themselves.
By committing time to develop a clear understanding of the end goal; creating a list of tasks and sub-tasks; and conducting regular progress meetings; you will find your one-of-a-kind projects to be more cost effective and completed closer to your desired end date.
James P. Tate is a Managing Director with Cogent Management Resources and a personal financial advisor with Investors Financial Advisors in Roanoke, Virginia. Mr. Tate has worked with several family-owned businesses to assist them in the successful transfer of ownership and management to the second generation.
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