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It seems like you really only listed three, get training either formal or informal, find a mentor, get successful experience. And really you end up need all three in that order, more or less.
The training resources you listed were a good start. But if you were going to develop a list of steps you could have worked on training resources. Or broken down the areas a PM needs to be concerned about and resources for those areas.
Every organization works differently. How the money flows, how the work gets doled out, budgeting and reporting requirements, purchase order procedures, etc is a universe onto itself. Knowing how every thing works, how to grease the skids, who to call when the PO hasn't gone out yet is key sometimes to making things happen.
I agree with Allen. Recently, I've had the opportunity to lead a small project and needed to do some small scale project management. On numerous occasions, I find myself handicapped by the lack of information regarding the budget, resource allocation plans and being left out occasionally from the communication circle. I feel that information should go together with the responsibility in order to manage effectively. This should be foremost before the project management skills is considered.
Great comment on soft skills. Remember, PM is MANAGEMENT, and a firm foundation in basic management is critical. The PMI is nice... but teaches somewhat mechanical theory. Check out the first 1/2 of Harold Kerzner's "Project Management" book, theindustry bible. It covers the organizational stucture necessary for project success.
I agree with your advice about Kerzner's book.
I question your comment about PMI. They very clearly advocate the critical path methodology. The process guideline can seem "mechanical" but it is what has stood the test of time. I do not find their advice in general in the 9 bodies of knowledge to be mechanical, but on the other hand very pragmatic and well thought out. The demand in the market place for project managers who have and maintain their PMI certification seems to support this.
I question your comment about PMI. They very clearly advocate the critical path methodology. The process guideline can seem "mechanical" but it is what has stood the test of time. I do not find their advice in general in the 9 bodies of knowledge to be mechanical, but on the other hand very pragmatic and well thought out. The demand in the market place for project managers who have and maintain their PMI certification seems to support this.
Both Critical Path and Process Flows seem to lack some of the flexibility that is need in the real world. The ability to deal with changing situations.
The only real method to plan is to relay on previous statistic.
On the other hand copying software is not like copying cars and houses.
Copying takes no time,
only new items take time - and have no
statistic.
So the method starts.
Keep 'good face' with executives,
pretending you use planning like in construction or automotive.
They understand reality or not - and will not change it.
Try to find staff that have already done the planned work -
or as close as possible;
well this create shortage of staff and workplace simultaneously.
To compensate lack of planning you need dedicated staff -
young, without family and other social obligation,
and the less right the staff has the better - use immigrants.
Prepare emotional method of motivating staff - nobody know
how new software grow.
In negotiations of terms, try to guess what executive will endure,
and force it to the staff.
Always ask advice of executives - then they will also cooperate
in increasing termsand budget.
Do not collect statistic - in two years there will be another tools
with unpredicted productivity - just copy the whole project,
maybe you will be asked to do the same in another place.
You can not manage success of a project,
manage success of seeking new job.
I would very appreciate knowledge about another methods
of planning software project. If any:-).
On the other hand copying software is not like copying cars and houses.
Copying takes no time,
only new items take time - and have no
statistic.
So the method starts.
Keep 'good face' with executives,
pretending you use planning like in construction or automotive.
They understand reality or not - and will not change it.
Try to find staff that have already done the planned work -
or as close as possible;
well this create shortage of staff and workplace simultaneously.
To compensate lack of planning you need dedicated staff -
young, without family and other social obligation,
and the less right the staff has the better - use immigrants.
Prepare emotional method of motivating staff - nobody know
how new software grow.
In negotiations of terms, try to guess what executive will endure,
and force it to the staff.
Always ask advice of executives - then they will also cooperate
in increasing termsand budget.
Do not collect statistic - in two years there will be another tools
with unpredicted productivity - just copy the whole project,
maybe you will be asked to do the same in another place.
You can not manage success of a project,
manage success of seeking new job.
I would very appreciate knowledge about another methods
of planning software project. If any:-).
I wish to add couple of more things to this article.
1. Develop good estimation skills, many projects fail due to wrong estimation. There are number of tools & techniques available for estimating size, scope of the project.
2. Proactive communication: It is important to have very proactive communication with the project sponsorer. There is saying "It is importnat what customer NEED to know than he/she LIKE to know".
3. Very close tracking of the project parameters like budget, cost, timeline. Time management is very crucial for any PM as he/she gets involved in many activities.
4. Learn to identify, manage and mitigate risks in the project as early as possible. Training to the team members, h/w & s/w availability etc.
5. Detailed regular review and reporting.
6. Develop the template for reviewing the status of the project, use some of the automation tools.
I will be happy to share some of my experience and tools if someone is interested.
Thanks
Uday Kothari
CTO, Compulink Systems
www.projectbynet.com
1. Develop good estimation skills, many projects fail due to wrong estimation. There are number of tools & techniques available for estimating size, scope of the project.
2. Proactive communication: It is important to have very proactive communication with the project sponsorer. There is saying "It is importnat what customer NEED to know than he/she LIKE to know".
3. Very close tracking of the project parameters like budget, cost, timeline. Time management is very crucial for any PM as he/she gets involved in many activities.
4. Learn to identify, manage and mitigate risks in the project as early as possible. Training to the team members, h/w & s/w availability etc.
5. Detailed regular review and reporting.
6. Develop the template for reviewing the status of the project, use some of the automation tools.
I will be happy to share some of my experience and tools if someone is interested.
Thanks
Uday Kothari
CTO, Compulink Systems
www.projectbynet.com
I am always interested not only in tools used by others, but also the manner of use.
It goes directly to one of the axioms I live by.
If you think you expertise is complete, yau are already falling behind.
It goes directly to one of the axioms I live by.
If you think you expertise is complete, yau are already falling behind.
I find that while interviewing customers on BP, I tend to focus on the nitty gritty of the process. Any suggestions how to avoid this ? Any tips for conducting business process interviews and documenting them would be GREAT.
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