Project Pointers

by Marta Brockmeyer, Ph.D.
February 2003 Issue 1

Welcome to Project Pointers!

So many colleagues and clients have asked for a regular newsletter that I made this my New Year's Resolution.  In the upcoming issues of Project Pointers, I will discuss many  aspects of successful project management. The newsletter will be practical and immediately applicable to the stacks of work we all share. I also invite you to share your experiences and to suggest topics for future issues.

Getting Started

Whether we initiate a project or are asked (or told) to do it, we approach the work with some uncertainty and anxiety.  Effective project management reduces stress, improves communication and ensures the completion of the work, on time and within budget.  Large or small, short-term or long-term, the same fundamentals apply. First, determine if the work is a project:

A project is an organized, temporary endeavor that creates a unique product or service.

To meet the project definition, the work must include four criteria:

1. A project is goal oriented, geared toward a common purpose.
2. A project consists of interrelated tasks and activities, all dependent on each other.
3. A project is of limited duration, temporary with distinct start and end dates that are planned before work begins.
4. A project includes something unique, a product or service that is a bit out of the ordinary within an organization.

Setting the Project Goal

Once you have determined that the proposed work is a project, it's time to think about setting the goal. This is often the hardest, most important step in project management.  Begin by looking at the four cornerstones of a project goal and asking yourself these questions:

Four Cornerstones of A Project Goal

Time: How long is it going to take?When will the goal be achieved?

Target: What will the outcome look like?What will be achieved?

Budget: How much will the project cost?

So what: Why are we doing the project?What are the benefits?Are we doing the right thing?

This simple format can be used to create a clear, complete, concise project goal. When you have developed the goal, share copies with key people to make sure everyone agrees on it. It is likely that you will go through several revisions as various people refine the original writing. These revisions are normal as projects begin, but the process is essential to avoid communication problems down the road. Once agreement is reached, distribute written copies to all stakeholders.  Remember, the time to ask these questions is before you start working.

Sample Goal:

By December 8, 2003, create a records service center that will enhance efficiency, save 40% storage space and make records more accessible to customers. This project will include the renovation of physical space, imaging and storage of permanent records, and the establish-ment of a self-service work area. Total development and set up costs not to exceed $520,000.  

Marta has written two popular and effective project management manuals:

Successful Project Management for Nonprofits (ebook)
Modern Media, pub.
To Order:  www.nonprofitproject.org

Successful Project Management for Local Governments (hard copy)
Center for Local Government, pub.
To order:  www.c4lg.com/forsale.htm

Training Announcement!

Marta's Successful Project Management course will be offered on February 7 from 9:00 a.m. until 12:00 noon. Call NKU's Community Education office at 859.392.2400 to register.

The next issue of Project Pointers will discuss the triple constraints of time, budget and scope and how they affect project success.