- Design the work plan around the core outcome of the project. In my haste to become adept with a work-planning tool, I neglected to consider the project’s core outcome — and how it would be delivered. Before starting to build a work plan, you need to determine whether the project’s primary outcome depends on the completion of tasks, orchestration of resources or creation of certain deliverables. For example, if the project objective is to implement a newly defined process across multiple teams, consider organizing the work plan around teams and their needs.
- A project’s complexity can affect your progress-tracking method. A classic mistake project managers make is employing a progress-tracking method that’s not in sync with the complexity of the project. In my experience, projects with low complexity, for example, are better served with a straightforward percent-complete scheme. But I have noticed that a project with added complexity (i.e., interfaces, dependencies, resource mix) requires a more robust tracking method, such as earned value, to ensure a precise measurement of progress. Aligning the progress-tracking method to the complexity of the project also helps you avoid unnecessary effort in reporting project progress.
- Capture and use resource commitments. The senior project manager who advised me could not say enough about the benefits of this. She observed that by not accurately capturing to what degree resources were dedicated to my project, I was creating an overly optimistic project schedule. And my project was running late as a result.
The views expressed within the PMI Voices on Project Management blog are contributed from external sources and do not necessarily reflect the views and opinions of PMI.
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