Why Record Lessons Learned?

In projects, it is a good practice to document 'lessons learned'. These are things we have discovered to do - or not do - to make our projects stronger. For example, we may have learned to order supplies earlier, to have team meetings in the mornings, or to print reports to give to the sponsor.

According to the PMBOK (Project Management Body of Knowledge), lessons learned are: "The knowledge gained during a project which shows how project events were addressed or should be addressed in the future with the purpose of improving future performance."

Documenting lessons learned benefits our current project, and ours and other's future projects.

Lessons learned are often gathered by teams in end-of-phase or project closing meetings. Like any facilitated meeting, it is useful to have a meeting leader and someone who records the discussion for these meetings.

Another way to gather these lessons is through a shared document, for example, a Google document. Using such a document allows team members to input the lessons learned as they occur. I can say this is one lesson I have learned: to not leave documentation to the end of the week or the month, but to record things as closely to their occurrence as possible.

It’s not just the fact of having the lessons learned for later use that makes them so important; it’s not even just the getting together of the team to record them, or the ability of team members to provide input to project processes. It is the positive outlook generated in the team by knowing the project is continuously looking for improvements - looking 'on the bright side', you might say.

After all, projects are for learning.

Deficiencies: The Achilles’ Heel of Construction Projects

This week, please welcome Paul Behner, an accomplished project manager in the construction industry, as my guest writer.

Deficiencies are a standard line item on most, if not all, construction projects.

Construction project deficiency is defined as a characteristic or condition that fails to meet a standard, or is not in compliance with a requirement or specification, and is sometimes referred to as defective work.

Frequently, the term deficiency is confused or misinterpreted as incomplete work and, more times than not, it's used under lien act legislation to delay substantial completion milestones which trigger holdback releases. In reality, a deficiency is not the same as incomplete work. From a legal perspective, only incomplete work affecting the beneficial use of the facility or asset intended from the project performance determines substantial completion.

Without evaluating the global issues surrounding the interpretation of substantial completion, it is fair to say that both deficiencies and incomplete work are routinely misunderstood.

There is inherent ongoing risk to the general contractor who is responsible for contract performance of all trade subcontractors and suppliers. This includes all work until project close-out, with the exception of warranty work. The ongoing issue of ineffective deficiency management cannot be improved without first breaking down the problem. Until then never-ending deficiencies will inevitably remain the Achilles' heel of successful project delivery and, in turn, erode profitability and customer satisfaction.

Deficiencies are commonly cited as the barrier to successful project completion. To get to the core issue, it is more effective to consider a deeper understanding of project management which goes beyond the deficiency issue. The General Contracting business is as much about time sensitive delivery of a specified product or facility, as it is about operating a business. The business strategy ought to be focused on exceptional project delivery, therefore requiring exceptional project management proficiency.

Without question, deficiencies are an anticipated task and risk of every project and should be managed holistically within the project management plan. Whether deficiencies are the catch-all reference for incomplete or defective work being a chronic issue plaguing success, a project management plan that includes the five phases will greatly improve project close-out and overall performance. There is only one solution to effectively manage construction deficiencies and that is by way of a project management plan with improved guidelines on project close-out.

Paul Behner has spent 30 years in the construction sector. He provides strategic consulting on the full-cycle management of a project from planning to execution to close out. Visit his website at greentreepm.ca.

Managing Projects the PMI Way

Most projects have many moving parts. When you’re in charge of all those parts, you need to stay on track and be organized.

I am very proud to have taught the three project managers referenced in the Halifax Chamber's Business Voice magazine this month. Knowing how to manage projects 'the PMI way' helps projects large and small. Continue reading this insightful article (pdf).

Get Control of Your Projects

Project management is about getting things done, and it’s not just for large organizations. We all want to find ways to reach our goals more quickly and efficiently.

When thinking of our work, we can think of it as a list of items we want to achieve - this can be the basis for our projects. For example, running a marketing campaign or organizing the accounts better. List each item and note when you want it done.

It might be a long list. That's okay. The next step is to prioritize your list. Rather than diving into what can be done quickly (although that has value), take a step back and determine which item will give you the most return.

Although some items might seem urgent, are they important? Here are some questions you can use for prioritizing your work:

    * Which projects will help the me or the organization grow? If we are a small business owner, they might be the same thing. (For example, what can we do to expand our skills or move into new markets - think longer term.)
    * Which projects must I do to meet regulatory or legal requirements? (Can't ignore these but you can figure out when they really need to be done. Also, do you need to do them or can you delegate much of the work?)
    * Which projects can be done quickly? (Don't rush into these - there can be satisfaction from clearing them off your plate but sometimes doing the small items can mean we never make room for things that take more thought.)
    * Which projects can I delegate? (For example, by using services from a colleague in bookkeeping or marketing.) This one is sometimes hardest to do, especially for small business owners, in terms of control and knowing it is worth paying others for doing what they are skilled in so we can focus on our own strengths and services.

You are using "project selection criteria" and "project ranking" here.

For me, breaking down the work and prioritizing means peace of mind - and isn't that the reason for a control system?

Managing Your Multiple Projects - Get the Exec on Board

Project Managers know that executive support is crucial for successful projects. But did you know that senior management support and organizational culture are especially important for those project managers who manage multiple projects?

A study done on team culture in managing successful multiple projects found that organizational culture was more important, by far, than the culture created by the project managers and teams. This may seem a bit counter-intuitive. Wouldn't you think that it was the environment created within the project teams that made the most difference towards the success of the project?

Commitment, communication and rewards for performance were the signifiers of a strong organizational culture. In organizations with a strong culture, project team members felt committed to their projects, contributed strongly to project development, communicated with each other to transfer information and knowledge, and were recognized and appreciated for performance beyond expectation.

Senior managers are usually the ones who lead the development of organizational culture. To create this multiple-project-supporting culture, the study found that senior management established a group-oriented organizational culture. That is, they supported project teams and valued working in groups as opposed to individually. They “walked the talk” in leadership by setting in motion policies for team rewards, as opposed to individual ones, and supported group decision-making techniques.

Senior managers developed a collective sense of mission and good relationships with those who followed them.

Organizations that support teams in policy and action = strong success for multiple projects run by one project manager. If you are an executive, are there policies for rewarding group performance that you can introduce? If you are a project manager, how can you incorporate the strengths of the organization, for example, in relationship building or how teamwork is supported, to improve the success of your projects?

Thank you for the research done by:
Managing a Group of Multiple Projects: Examining the Influence of Team Culture and Leader Competencies, Peerasit Patanakul and Zvi H. Aronson, Stevens Institute of Technology - Wesley J. Howe School of Technology Management, January 23, 2013