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ISO & Related Standards
Why do our projects always take longer than planned? There can be many reasons for this problem. Usually, it's a matter of unrealistic planning. Project planners try to lock into a long-term schedule and stick to it. That just doesn't happen in life very often. Things happen. Then, you have to adjust. They consider this a failure. Planning for events with a far horizon (to either start or finish) is usually unrewarding. You are better off setting firm completion dates and events for the more immediate targets. Once done with these, go on to the next batch. You don't have to lose site of the overall project, but you do have to recognize that since you can't control all variables, the further you plan into the future, the more changes your overall project will be subjected to. Why do our projects usually cost more than anticipated? Cost can be run up by a number of contributing factors: it too longer than estimated, prices change, there was a flood, we had a strike, our suppliers had a strike. Any number of things can impact cost. The biggest guilty party, in my opinion, is CYA estimating. Participants in a project want their part of the project to look good. One way to ensure this is to build in "slack" - financial, time, material, information. Slack is the estimator's safety net. Traditional planning necessitates slack. And, yes, there is a better way. How do overruns and delays materialize overnight? They don't. But the reporting system for many projects hides problems until they become out of control. In addition, usually the only reporting that occurs happens when there is scheduled meeting or when a severe crisis develops that impacts the timeline. If you have a project with daily, weekly, or monthly reporting, and have surprises, tighten up on the reporting timeline; tighten up on the things you measure. Initiate early reporting on key indicators, as well. As a project manager, I have trouble getting cooperation from my team and others critical to project success, is it me? Team members usually are, or can become, uncooperative: a) when they are not committed because they don't see the benefits in the project for them or for their part of the business; b) when they don't receive a strong mandate to cooperate from management; or, c) when they project leader is lacking. The same is true for others you need to coordinate with but who are not part of the team. You won't know the answer to who's at fault until you ask yourself why? And, you have a 2 out of 3 chance it isn't you. That doesn't solve your problem, though. Few project managers have all the authority they want, or an ideal team for any project. Their success is based on their ability to adapt and make things happen. The three major contributors to this success are their ability to generate: clarity (making sure each participant knows exactly what s/he is expected to do); cooperation (by communicating project completion benefits to the various participants) chunk-work (participatory work bits that allow participants to savor many small victories along the way to project completion); and, can-do-attitudes (creative thinking when plan changes and modifications are needed). I handle multiple projects simultaneously. Is there an easy way to keep my priorities in balance? Daily review of each project, their relative priorities to your organization, the timing (close-in scheduling is more effective than long-term timelines) of upcoming events are all critical to successful multiple project management. While some software programs can be helpful, not all deliver as promised. Buyer beware. How detailed should project documentation be? Project records should be very clear about the "logic" used for its completion, so that 'wheel reinventing' isn't requires each time a similar project is undertaken. In addition, key records should be retained from a legacy, legal and learning perspective. Legacy lets you know what was done, who was important to the effort and why. Legal protects the organization (check record retention and statute of limitations requirements in your State/Industry) in regard to actions it took and that its suppliers and customers took, as well. Learning builds your body of knowledge about how to complete a project better the next time. Is there a "best" project management software? There are literally hundreds of software programs available (from shareware to expensive programs) that claim to make life easier and projects more efficient. Let me start by saying that in most instances I've seen, if there are fewer than 100 activities/events in a project (or multiple projects), project management software will take more time to implement and manage than it is worth. For larger projects, the nature of the project and the industry will dictate the available choices. While there is no "best" overall program, there are many good ones. The danger remains, not in their cost to purchase, but their cost to manage on a daily basis (and on whether anyone will use what is learned on one project to make future projects better). Check your needs, confirm that the software you choose does what you want done, audit the software's ongoing performance. Common sense and attention to detail by a human is still required. Is the Baldrige Award Worth Pursuing? Any award, prize or standardized form of recognition is worth pursuing if it is both consistent with your overall strategic intent (it doesn't distract you from your primary focus) and it carries a positive cost-benefit (there is a promotional, competitive, adrenalin or financial positive to its attainment). When ISO 9000 was first introduced, it was estimated that by the year 2000 more than 500,000 US companies would have achieved certification. It is now more than two years past that date and the number is not even 100,000. Of those who have attained certification, some have embraced the Standard and thrived, some have done so voluntarily but with little enthusiasm, some have responded to customer demand and some have grudgingly done so as sheer window dressing. In the UK, where the Standard has been in place longer, the longitudinal studies have shown registered companies are 7 times less likely to fail than companies not employing the discipline. I personally believe that there are some pretty solid companies with industry best practices in place that don't have the ISO certification. I think there are many more doing better by having it. The real decision is one of common sense. Do you have a good, replicable, self-correcting and documented system that drives continuous improvement? If not, it's a ready, agnostic (not prone to fads and/or guru-ism) system that is readily adopted and, once in place, relatively easy to maintain. What About The New Standard Changes? The new Standard, in my opinion, is both a natural progression for ISO 9000 and a better way to approach a QMS implementation. The new Standard focuses on processes and workflows. As such, there is a most natural fit to what you do, rather than a construct of elements that must be complied with. Is There A Good ISO 9000 Software Program? Currently there are hundreds of choices, some with greater versatility and functionality than others. Your particular needs will need to be your guide. If you merely want a documentation package, that's one thing. If you want an integrated database, you have different choices. A good resource for checking various programs is the annual survey of ISO software packages printed by Quality Digest. www.qualitydigest.com. Remember, no software package is better than the logic used in its creation. Check your needs, confirm that the software you choose does what you want done, audit the software's ongoing performance. Common sense and attention to detail by a human is still required. For more information about Advent’s Productivity & QMS Services, call 1.800.726.7985. |
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FAQ's About Project Management, Productivity, Quality & Standards of Measurement
The Hero's Journey
Most of us have heard of the hero's journey and the late Joseph Campbell who wrote extensively on it and other...
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