Project Management is about managing the Money, Minutes, Man, Material and Method to meet the Customer’s requirement. Managing these requires PM to manage expectations of several stakeholders.
Customer: Money, Minutes, Method and Requirements; Customer wants more requirements in less time and less money with high quality which comes with Method. Customer is not bothered with Man and Material used up to build the system.
Higher Management: Money, Man and Material; Company wants to meet the customer’s requirements by spending least money, least man and less material. They are not bothered about the time used, quality and method if customer is satisfied.
Team: Man, Minutes and Method; Team wants to work lesser time, with minimum people and less cumbersome methods to meet the requirements. If team is required to work more time(overtime at nights) results in unhappy team and resulting in problems in method and poor quality.
Manager has to manage these 3 stakeholders, keeping them happy by satisfying their expectation.
Reference: http://www.objectmentor.com/ "Often managers will resort to pressure and motivation as their sole management techniques. They warn the developers of all the horrible things that will happen if they miss the date; and then they hang pictures of seagulls and people climbing rocks on the wall to motivate the developers to get the project done. They'll wander through the development area asking the developers how things are going. The developers will respond: "Pretty good!" And then, the managers go back to their offices to pray." <>
This is a perfect scenario, as described by Robert Martin, faced by project managers in their every project life.
Key to this; is planning the project by breaking it into measurable tasks. and then tracking the project by measuring the completion of these tasks.
This could be using the Agile methodology which breaks the projects into stories and story points (Use Case).
OR It could be using simple planning using Work Break Down Struture which breaks the projects into small technical or non-technical tasks which are small in duration (1-2 days) and then tracking their completion.
--Key is the project is broken down in measurable small tasks which are measurable as discrete 0 or 1 (0% finished or 100 % finished). And track their completion. Definition of completion should be passing of their decided acceptance tests. --
Customer: Money, Minutes, Method and Requirements; Customer wants more requirements in less time and less money with high quality which comes with Method. Customer is not bothered with Man and Material used up to build the system.
Higher Management: Money, Man and Material; Company wants to meet the customer’s requirements by spending least money, least man and less material. They are not bothered about the time used, quality and method if customer is satisfied.
Team: Man, Minutes and Method; Team wants to work lesser time, with minimum people and less cumbersome methods to meet the requirements. If team is required to work more time(overtime at nights) results in unhappy team and resulting in problems in method and poor quality.
Manager has to manage these 3 stakeholders, keeping them happy by satisfying their expectation.
Reference: http://www.objectmentor.com/ "Often managers will resort to pressure and motivation as their sole management techniques. They warn the developers of all the horrible things that will happen if they miss the date; and then they hang pictures of seagulls and people climbing rocks on the wall to motivate the developers to get the project done. They'll wander through the development area asking the developers how things are going. The developers will respond: "Pretty good!" And then, the managers go back to their offices to pray." <
This is a perfect scenario, as described by Robert Martin, faced by project managers in their every project life.
Key to this; is planning the project by breaking it into measurable tasks. and then tracking the project by measuring the completion of these tasks.
This could be using the Agile methodology which breaks the projects into stories and story points (Use Case).
OR It could be using simple planning using Work Break Down Struture which breaks the projects into small technical or non-technical tasks which are small in duration (1-2 days) and then tracking their completion.
--Key is the project is broken down in measurable small tasks which are measurable as discrete 0 or 1 (0% finished or 100 % finished). And track their completion. Definition of completion should be passing of their decided acceptance tests. --
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