Prioritizing tasks is critical when you have limited resources. A traditional project management approach doesn’t work in most situation. I generally recommended a holistic approach to task prioritization.

The traditional approach by project managers using traditional project management software is to prioritize tasks based on the critical path of the project.  This critical path is constructed by defining tasks, information about those tasks and constraints.  Project management software (like MS Project) then auto-calculates a critical path.

Time and again I’ve found that this isn’t helpful to getting projects done.

1. It doesn’t capture all the variables that should go into prioritizing a task and
2. It is way too cumbersome to be useful to most people doing projects.

Instead, try a holistic approach to task prioritization.

Here are two ways of doing that. They can be used separately or together.

Subjective Task Priorities
First, come up with at least three levels of task priority. For simplicity, these can be low, medium and high or 3,2,1 -with 1 being highest priority.

These are completely subjective priority levels which allow you, as a human being, to factor in any number of variables when deciding what is important to work on.

A human being can better appreciate all the factors around a project or task better than any algorithm or decision making model. Algorithms and models can only go so far when factoring in things like human error, rework time, and things simply taking longer than planned. Algorithms also allow the project manager to be aloof from the process as a whole. This isn’t good.

An added benefit of a subjective approach is that it requires the project manager to have detailed knowledge of the production process and the business goals behind the project. That way, they can weigh everything in when deciding what people should be working on and when.

Second, when putting together a task list, label each task with the priority.

When the relative importance of a task changes, change the label and make sure everyone on the team knows about it.

Project management tools like Vertabase can help you notify people automatically. Or, just make sure you continue to communicate with the team.

Subjective Critical Path
A second way of incorporating holistic prioritization is to manually flag critical tasks when you set up your task list or work breakdown structure. The critical tasks should be those which are key for your project to be completed properly and/or on time.  Many organizations call these project milestones, though I like to reserve the term for major phases of a project.

I’m happy to be presenting at CFUnited in August. This is my first time presenting there and I’ve been asked to tell people why they should come to my session (besides the free candy I’ll be passing out). My session is called Getting More Done: Effective Project and Team Management.

But before I tell you what it is about, let me tell you what the presentation is NOT.

It is not a demo of our project management software. It is not a talk about agile project management versus waterfall or other formal methodologies. It is not a description of the ideal personality type you have to be to be successful or the latest fad in management styles. There is a lot of that around already

This is different.

This is a collection of practical tips to getting more done. It is based on the Vertabase approach to project management that says

the role of project management is to provide accurate and meaningful information between the people who want the project done (the client) and the people doing the work (the team).

It has real-world examples, good developer specific stories and tons of tips you can implement immediately to make your life easier.

You may not have project management set aside in your workflow -it might even be just you and the client. But, by definition, there is a project management role that is filled by you every time you communicate with the client. You are giving them information, collecting information and setting expectations. This presentation will help you do that better (and with less effort).

If there is project management already in your organization, it can help you better understand the information you can provide (making you more valuable) and how you can get the information you need (so you can get on with your work).

Like so many of the presentations being given at CFUnited, it should give attendees tools and ideas to be more productive, to keep their shops at the edge of innovation and to raise the overall level of their skills.

It is a great investment.

On a behind the scenes note, the organizers and presenters of this conference together put a tremendous amount of themselves into it. It is truly a labor of love and a testament to the passion of the community involved. This passion can’t help but rub off and keep people excited about what they do for months after the conference.

I’ve often said that managing the active phase of a project is the most crucial part of a project’s lifecycle.  This is when the project’s goals are being worked on. Some have argued that planning is the most important phase. That good planning can take care of anything. An incident on the most recent spacewalk by NASA seems to prove my point.

Two astronauts went out on a spacewalk to fix a particular part on the Hubble Telescope. The part that needed repair was blocked by a handrail. To get to the part, they had to unscrew the handrail. But, of course, the bolt that held the handrail onto the telescope was stripped. They couldn’t use any of their tools to get it off. The plan called for them to use a tool to unscrew the bolt. But it wasn’t working. Eventually, they had to resort to brute force, yanking the handrail off with old fashion muscle, in order to get to the part. They called it ”Plan C.”

My wife and I cracked-up when we heard this. The same thing always seems to happen to our household projects. Nothing ever goes as planned, things take longer and you often have to come up with innovative solutions to achieve your goals (which sometimes involved brute force).  Even with the huge budget, master planners and technical information that NASA has, things don’t always go as planned.

Why is this important?  It has a direct impact on how you structure your projects, the techniques you use and the tools you use for managing projects.

Recognizing that the active phase is the most crucial part of a project’s lifecycle, means that the flow of information from team members to the project manager, and back again, is of utmost importance. It is only by having accurate information that the project manager can understand the situation and implement changes as needed.

Without good information, those astronauts would probably be stuck trying to build a tool that could unscrew the bolt, to go according to plan, rather than just getting the job done.

Great skills can get lost in a large organization. A good project manager can help find them.

I was at a usability conference recently looking over books on human-computer interaction. Standing next to me was a usability expert who worked for a government agency. Each of the many departments in that agency had their own website. I’d been to one of those website and found it very hard to use. (It wasn’t her department’s site.) We started chatting about it and she totally agreed.

I asked her why she, as a usability expert, couldn’t do anything to improve that website. She told me that she was siloed into her own department. I asked why the user interface (UI) expert in that other department didn’t do anything to improve the website. She said that the other department doesn’t have a usability expert on their team. She is the only UI specialist in the whole agency.

She has a unique skill amongst hundreds of employees -but her skills are trapped in one department.

This struck me as being an unproductive, though not uncommon, situation. And this is the type of situation where a good, get more done, project manager can come in.

A good project manager has access to information that other team members don’t. Specifically, the project manager knows where specialized knowledge and skills are within an organization. The PM can be the eyes and ears across project teams for talent.

This is a unique position that a project manager can use to expand their role as a value-added member of an organization. In this role, resource allocation becomes more than simply finding who has time to do what. It goes beyond traditional project management methodology. Resource allocation becomes about placing the right resource on a project. The one that can help get the job done better, faster or more cost effectively.

Project managers can take two approaches to distributing project related information or project knowledge.

The first is to silo the information. This is generally the approach of a project management specialist. The idea is that project management is a brain-trust of information and that distribution of the information is most effective when its carefully managed. Specifically:

• The project manager consolidates project information
• The project manager publishes the information at specific times
• Others must ask the manager for the information
• Often requires calling meetings to share the information
• Or the information gets distributed in ways that make sense to the project manager.

Some of the consequences are that it:

• Is opaque in how information is gathered and why
• Builds a clique around the project manager
• Carefully controls the flow of information
• Can be politically and strategically useful in an organization
• Can be hard for others to use the information in the way the project manager presents it.

The biggest benefit to siloing information is that if the project manager can successfully become the funnel for all information they can effectively manage expectations and improve processes. The biggest downside is that the project manager often becomes a bottleneck for information and then, in frustration, people just ignore project management and see project managers as a hindrance to getting things done.

The second is to spread project information. This is generally the approach of a team leader or non-specialist who is given responsibility for managing a process. The idea here is that the project manager wears many hats and the faster information can be received or distributed the less time the manager has to spend collecting or publishing that information. Specifically:

• Information is quickly distributed
• It is centralized in one place that everyone knows about
• It is available to anyone with the proper access level
• It is dynamically updated with any new information
• Can be received and viewed whenever its convenient to each person.

Some of the consequences of spreading information are that it:

• Can break hierarchies of control
• Makes skills rather than knowledge more valuable in a team
• Brings transparency to a process
• Raises accountability
• Can make projects and teams harder to manage
• Makes it easier to improve a team’s performance.

The biggest benefit is that it allows non-specialists to manage projects and makes it easy to push a consistent way of tracking projects across a team. The biggest downside is that team members sometimes don’t care about the nitty gritty of a project (they just want to know what they have to work on) and can’t be bothered to contribute to information on the project.

I recommend a blended approach. Start from a place of spreading information but make sure that you cater the specific information to each person based on what they will need -and don’t go overboard with sharing information.

• A designer might just want to know the amount of time they have to deliver the project whereas
• a developer wants to know the specific deadline and functionality required.
• An executive needs customized metrics on projects they’re tracking whereas
• a client wants to know if things are on track or not.

On the other hand, if you let too much information flow out you will lose control and visibility on a project or task. A free flow of information can be constructive for collaboration on a deliverable. However, not everything is a collaborative process. Many projects and processes benefit from being monitored, measured and controlled.

We were having an internal meeting to pick a project management methodology for a web project we are working on for a new client. As developers of commercial software, our instinct was to lean towards an agile based approach where our process would be:

• Make an initial feature list
• Get time estimates on each feature
• Prioritize the list
• Time box the development effort
• Build and test as much as possible in that time
• Launch
• Get user feedback

This works great for a tightly defined set of deliverables and a client who has done software before. However, that’s not what this project is nor the profile of this client.

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Here’s a fast tip for making task management easy. Its called the Launch Countdown method of naming files. I use it primarily for tasks related to producing copy or creative assets.

Number all of your files or to do’s with 3, 2 or 1. Put these numbers at the start of your file name.

3 or unmarked is an open to-do or an asset before you started working on it.

2 means a first pass has been done and it is in revisions.

1 means it is complete and ready for production.

Once it is launched or in production, delete it from your to-do list or list of active files that you are working on. Move it to a warehouse or a different folder in your filing system where you keep assets that are live. In a corporate environment, this could be the general network drive where other people can access it from.

While you are working on an item, rename the files as it changes status in its lifecycle e.g. “3 write blog post” becomes “2 write blog post” then “1 write blog post.” If its in 1, the next step is to launch then the blog post itself can go into your warehouse. If you want to recycle the task, re-set it to “3 write blog post.”

QUESTION (from LinkedIn): Forecasting the same as prediction? Which one is more realistic and easier to do?

ANSWER: Forecasting is different from predicting. Predicting is much easier but far less accurate.

Predicting is when you start making guesses about things. For example, you predict that laying sheet-rock will take 45 hours to do and you guess that it will be done in 2 weeks.

Forecasting, on the other hand, is when you take information from past jobs and apply it to a new job. For example, if you have seen that laying the sheet-rock for a 3,000 sq ft space takes 65 hours and it usually done in 4 weeks then the next time you have to quote out the same job you’ll be able to forecast how much its going to cost and how long it will really take i.e. when it will really be done after work starts on it.

The big difference is predicting is based on your best guess from experience. Forecasting is based on data you’ve actually recorded and tracked from previous jobs.

There are a lot of new project managers out there - being created every day by someone else in the organization losing their job. You may not know that you are a project manager but if you are now charged with getting things done, you are a project manager.

You will have the same amount of responsibility as the last person but with likely fewer resources and a ton more stress.

It can be tremendously overwhelming.

Job Definition List
My first, and best word of advice, is to make a list of everything you are now responsible for, a Job Definition List.

This will allow you to visualize what is on your plate and breathe easier. Going through this exercise will help give shape to the amorphous feeling of doom you may be feeling.

The JDL should be bullet points with a maximum of two sentences clarifying a point, when needed. If it takes more than two sentences to explain, than the bullet point itself isn’t defined clearly enough to be actionable.

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One helpful piece of information to get on a project is estimated hours per task. This is a measure of how much work or effort a particular task will take.  Not to be confused with due date (when a task will be done), estimated hours is a reflection of how much of a person’s time the task will take. Knowing this will help you better allocate that person’s time. It will make it easier to juggle tasks across projects and plan out people’s workload.

Getting estimated hours from internal staff can sometimes be hard. First off, people may worry that if they tell you it will take 8 hours, you’ll be mad when its not done by the end of the day.  They might also be afraid that if it takes them longer then the estimate, they’ll be penalized.  These fears can keep people from giving estimates. 

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