Last February 28th, the 88th edition of the prizes awarded by the Academy of Motion Picture Arts and Sciences, also known as the Oscars, took place in Los Angeles, California.
For that reason, we want to use this week’s post to speak about the organization of events, thinking of them as projects. In the case of the Oscars, the goal is to hold a ceremony where the prized awards are given to professionals in the film industry to recognize their valuable work during the year. This year’s ceremony has brought the following figures:
Resources had to be perfectly assigned and grouped into pre-planned tasks. And there were time and financial limits that had to be observed. Clearly, for cases like this one, it is necessary the presence of a team leader to coordinate and ensure that the objectives are met.
How does project management apply to the organization of events?
“A man who dares to waste one hour of life has not discovered the value of life” (Charles Darwin)
Today we want to bring out a discussion about a valuable resource than, more often than not, we want to multiply or stop: time.
The evolution of technology has brought us new ways to find out how we’re distributing time, especially at the workplace, and project management is a particular case where this effect is noticeable. When we are immersed in the execution of a project it is very important to know how much time we are spending on it. But, why? We want to show you 4 benefits that arise from the use of time-tracking tools in your project management for both those of you who occupy the position of project manager and the rest of members of the project:
Managing a project is like trying to lead a ship to port. It takes a captain capable of weathering storms, keeping the morale of the crew up, being clear about the destination and route to follow and mastering the art of navigation. In short, in a project there must be a true leader and, therefore, leadership is one of the essential capabilities that must be present in a project manager, as indicated in our last post.
This post will deal with the key capabilities that allow you to achieve the success and recognition you are seeking at your job.
All necessary skills to achieve it, both technical and interpersonal, may be grouped into 4 major pillars, management, leadership, communication and organization:
We will look below at the importance of project monitoring during implementation. With this one, we close the series of articles on the 6 key factors of project failure about the most common mistakes in project management and how to avoid them.
Just as we go to the doctor regularly to monitor our health and make sure there is no problem, our projects require a continuous and comprehensive “check” to detect possible “diseases” during execution. Without constant monitoring of the project progress, it is impossible to identify errors in planning or deviations in implementation or redirect the project towards meeting the objectives.
In a rapidly changing environment like this, where the level of uncertainty in organizations is high, it is essential to carry out an appropriate management of internal and external changes that may happen in a project to ensure its success.
Therefore, we know that the project is a dynamic, affected by a big amount of factors, some of them unpredictable. Only then, we will be able to respond to them quickly and avoid deviations that prevent us from meeting the expectations of stakeholders.
The keys to successfully carry out a “dynamic management” of the project are:
Let’s continue with the series of posts on the keys of failure in project management. Of those 6 key factors that we identified, we have had already the opportunity to talk about the importance of teamwork, the definition of the project objectives and the use of appropriate methodology. On this occasion, we will analyze the risk of planning the project in the wrong way and its impact on their subsequent implementation and monitoring.
One of the most common mistakes in this area is given by the mismatch between project objectives and the resources and time to reach them. Sometimes, ignorance or lack of experience in the execution of a particular type of project may lead to underestimating the time and resources needed for its realization. To avoid this it is necessary to identify the tasks to be carried out and anticipate any possible deviations that may occur within the natural discourse of the project.
We bring back the subject that we started last week and we continue talking about the project management methodologies. If a few days ago, we wrote about their origin and characteristics of predictive methodologies, now it is the turn of the agile methodologies that were born to address weaknesses identified in the predictive techniques.
For this last post in September, we want to pick up the thread of posts about the 6 key reasons for the failure in project management. In the next two posts, we are going to take a look to project management methodologies and try to answer the questions that someone may encounter when dealing with this subject.
Let’s define a project as the set of linked activities that have a common goal which has to be achieved in a predefined time span and with a particular set of resources. There are 3 key elements in the development of these activities: people, processes and tools/technologies. And therefore, the first step to take is to organize them so that they are completely coordinated.
Project management methodologies started to be defined in a formal way by the US army during the 50s. The goal was to reduce the number of projects that became out of hand and to solve some common problems that appear in most projects:
- The load of work that is planned is too low or too high.
- Costs surpass the project budget.
- The final result doesn’t have the expected quality or value.
In general, project management can be predictive or agile, and as in any other subject, there are supporters of one and the other.