How-To: Keep Projects On Track
Keeping projects on track is really all about good task
tracking and time tracking. Without constant
monitoring, projects stray into areas they don't belong, lollygag
around like they don't matter, and consume way more time than they
should ever be allowed. Projects live to serve us, not the
other way around. They should begin and die as swiftly as
possible, without any extra pampering. The project management
ideas below may help keep projects on track. And, if you need
some help, feel free to download a free
trial of Standard Time. Task Tracking
The first step to keeping projects on track is good tasks. Not
too many, not too few. Not too specific, not too vague.
It is important to build a nice set of phases or sub-projects that
represent smaller chunks of the project, and fill those with
specific tasks to be completed. You may consider filling each
phase just before executing it. This strategy defers the
naming of tasks until you learn the results of the previous phase.
Too much future planning can lead to error. Another option is
the name all the future tasks for each phase, but revisit them just
before starting a new phase. As the project progresses, you
will learn more, and the project tasks will change. Each task
should be assigned to one or more employees. Managers should
review tasks with each employee to ensure they feel comfortable
doing them. Task execution should be as machine-like as
possible. Unknowns should be identified, reduced, and
eliminated as soon as possible. This allows employees to
finish tasks without the burden of indecision. Consider
creating a project phase just for resolving unknowns. Time
Tracking
One of the reasons projects go off track is because managers don't
track the time spent close enough. Some tasks are allowed to
linger much longer than they should. New tasks are added or
mixed into others. And, sometimes completely new phases are
added. You must not permit this to happen. Yes, it is
true that sometimes project scope expands as you learn more about
the project, but you must try to tie off a project before launching
into an expanded version of it. Track the time spend on your
core tasks, so accountability is maintained. Finished the
project, even if it doesn't meet new expectations for it. Only
then should you expand the project scope to include the new tasks.
Don't let employees, without the authority to expand the project,
add new tasks. Keep them focused. Shut it down
As alluded to before, you must shut down projects as soon as
possible, even if you feel there are more improvements to make.
Be as ruthless and short-sighted as possible. Nobody will
agree with you, but you'll do the right thing nonetheless.
After your finished project rises to the surface, you can collect
all those great new ideas, and begin the next phase. But, it
is important to come up for air and release the project.
Analyze the results
Since you diligently tracked employee time to project tasks, you now
have a body of information you can draw upon. Analyze each
task, looking for possible improvements. Did you hit your
forecasts? Did you include just enough tasks? Were
employees allocated properly? What can you learn about this
project to apply to the next? Standard Time
You may already be using Standard Time for your project management.
If so, you are probably using project tasks and the timesheet
hand-in-hand. Tracking projects is probably going smoothly for
you. If not, give it a try. You'll probably learn more
about your projects, and you'll find a nice steady rhythm to keep
future projects on track.
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