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PART TWO A Project, Start to Finish
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Your Project for Learning
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Even if your project for learning is small, and only for yourself, take the time to plan a good transition. De ne a pilot test or review. Create a schedule for transition to production and follow it. Review your project in all nine areas of management, and make sure that you are delivering quality.
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Questions for Learning
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Evaluating things we use all the time can give us insight into what makes for a successful transition to production.  Think of a product or service you use at home or at work that is highly reliable. Try to nd out what kind of testing made that possible, or draft your own outline of a test plan that would do the job. For example, if you were given a new cellular telephone to test, what tests would you perform Think of a product or service that is easy to learn to use. It requires no, or almost no, instructions. What design approach and features made that possible Can you adopt that approach or those features in a project on which you are working How would you con rm customer acceptance of your approach Think of a product or service that has excellent documentation or an excellent help system. What makes it excellent How much work do you think it took to create it What can you learn from it for creating documentation on your next project Think of a product or service that has a great help desk and technical support. How would you set that up for your next product or service Think of an excellent training program you have attended. What ideas or methods could you apply from that program to the training you will provide to users, help desk sta , or support technicians on your next project Think of a product or service that was delivered easily to all its users. How would you do the same to nish your project
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PART THREE
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In Part Three of Project Management Demysti ed we turn our attention to the speci c skills and tools project managers use to plan, track, and control projects. Building and using your own tools and templates from this book, the support at www.qualitytechnology.com, and other sources will save you hundreds of hours of work per year, and ensure higher quality project results. Tools and templates are not just conveniences: they are essential parts of the best practices of project management. Using them, we remember and practice managing like a professional. We need to choose our tools intelligently. If we try to use every tool on a small project, we will over-manage it and bury ourselves in forms. If we skip a crucial tool for a large or risky project, it may well go out of control before we know what is wrong. Nothing replaces an intelligent assessment at the beginning of the project. Review a checklist of all your tools. Ask: Is this necessary How will I use it We can ask the same question of project management software such as Microsoft Project . In choosing whether or not to use a software program, there are two key things to remember. First, they are tools, nothing more. They do not manage a project for you. Second, they are not really project management tools at all. They will not help you with de ning the project, creating a scope statement, building a team, or resolving quality issues. They
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PART THREE Skills and Tools
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are really project tracking, not project management, tools. After you create a project plan with a work breakdown structure, a schedule, and a budget, they will help you track the schedule and budget and present status reports and projections. Other software will help you track risks. But the work of management is done by people with people, and not by computers. We open Part Three with 10. First we look at early estimation tools that can tell us about how big a project will be before we have a detailed plan. Then we learn work breakdown structuring, which is probably the most important skill for planning a project. From the work breakdown structure we build our detailed schedule and budget. In 11 we learn simple, straightforward methods for managing what might go wrong, and managing changes that happen on a project. In 12 we learn e ective ways of creating a team and leading it to success. We nish by turning to my favorite topic, quality, in 13 where we learn the ve steps to managing quality, de ning value, and delivering customer satisfaction.
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