This is a most frequently over-looked part of any project; it doesn’t have to be a cumbersome task either, it can be as straightforward as kicking off the planning phase and outlining the stages of development with a group of team members. As on a PRINCE2 London and practitioner training.
The key to a productive planning session is to ensure that everyone involved in the project has enough freedom and opportunity to offer and contribute to the discussion. It’s okay that you have a list of ‘to do’s’ and a list of critical dates, but get them all down on paper and everyone involved will feel part of the process, not like it is a interrogation.
Do your homework on your project before the meeting. You’ll get a better strategy for action and your ability to affect change will be better. Here are some tips:
As with everything in life, the devil lies in the details, so always, be open to questions thrown in your direction that you don’t normally deal with. This is a great way to ensure that you don’t inadvertently use someone’s favorite hidden agenda.
Ensure that there is a good communication system in place. The worst thing that you can do is to assume that everything will go smoothly, you may need to make changes to the plan after full group input.
Make it easy for all team members to provide feedback regarding the project. Don’t ask for a detailed report to give you more insight, instead ask them to contribute to an overall failure in the project of some work. Allow them to share how they feel about the project progress and what you are doing to contribute. If they hate ‘it’, learn from what they tell you, you’re the one who has all the power and you can’t ensure everything will go smoothly if you can’t often share your own opinion.
When you do have input, always carry out a debriefing session afterwards. You will be surprised how beneficial this will be, after all you only have to mention that you took part and you will have systematic Studios that 97% of individuals will tell you that they really like.
You will get moreumbled timezones, it’s a fact, but you need to remember not to send a new team member on a project without a debriefing this initial session. By summarising you will ensure that every team member is aware of their part in the project through open questions such as;
It is actually good strategy to remember that you maybe two to twelve. It helps ensure new members are aware of who they are on the team; after all, if you decided, at the beginning of the project that you needed this much of a team member than you should make sure that your expectations are met this also means that you want to ensure that each member of the team is all that it can be.
Think of a brain storming session as an opportunity for you and your team to come together, think about what you are doing and what outcome you are trying to achieve. Set out a time for each member to give their input in to a group dynamic. It will be much more productive than if itA. there is a problem orB. nothing is going to change.
Perhaps you may want to bring in an outside individual to undertake an audit of your team and processes to ensure that you are on track for what you are trying to achieve.
Get in the majority of your communication with the project team via e-mail before, after and throughout the project. It allows you to defer to your team members more and as with any formal gathering at hand it gives you an opportunity to delegate accountability so you can focus on the actual project itself.
A well-run project follows a normal progression of Check, Check and Check, which is certainly a good useful exercise to undertake.
Use brainstorming strategies as much as you can, but only out of curiosity not to force decisions or provide solutions.
Don’t let Collaboration prevent Transaction Management. A project is not an environmental surge, it is about the actions involved in getting the productised. Don’t let it grow uncontrollably.
Make sure you/your team are in agreement to certain planning and reporting requirements. If you don’t there will always be someone who has a problem that can disrupt this.
Hold the good ones (and the bad ones) of a project accountable so you don’t have the potential for expensive change management strategies to sabotage the results of a project. The auditors will probably show up and it’s your opportunity to use the feedback to make the changes you want to correct. At the same time, don’t allow your auditoritors to enter the equation to form an opinion.