A project I
was working on and is actually currently on hiatus is on building the learning
modules for the company I am currently working for. I work for an audio
monitoring manufacturing company and with the management that it falls under,
there was a request for some form of training our distributors and end users on
how our products work and small descriptions on them. For the beginning module,
I was able to complete the information portion of the project because I had
clear access to the descriptions and external forms of information about the
products.
Yet, in the second phase of the
project, there is a request for creating a module that details how our products
can integrate with other products from other companies. The failure for the
completion of this part of the project is because I do not have access to the
copyright information of using the images of the products of other companies
and integrating their images into our presentations. Currently, I view the
project as a failure because I cannot move forward with the second phase of the
project, but at the same time, in completing the beginning phase, I do feel
successful in completing that task. In dealing with this part of the project, I
am learning that I have to try and find a new part of the project that I can
complete as I wait for my peers to retrieve the copyright information. This is
teaching me that dependency in project management is one that can hinder and
help you in the completion of tasks. As the project manager, I understand that
there needs to be more coercion on my part of getting my team members together
to help me get the information I need, but I understand that I should respect
the tasks that they have outside of my project which is pulling me in both
directions. This is why I do not know if I can consider this a success or
failure.
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ReplyDeleteIzzi,
ReplyDeleteYour comment, "I am learning that I have to try and find a new part of the project that I can complete as I wait for my peers to retrieve the copyright information" is exactly right! Great PMs and IDs master the art of always finding a way to move forward... with something that contributes to overall project success.
If I'm waiting for something from another team member I see if there are any areas in which I can work ahead. For example, if module 1 has been submitted to the client and we're awaiting feedback, I'll do ahead and build a shell for module 2, filling in the boiler plate information that I know will need to be included. If I'm responsible for creative direction I start looking for images to use later in the project.
The other thing that is really helpful is to review the content (if it's available) or outline and identify any areas where I think we need an SME or additional reference materials. I've learned to do that early in the project, so I can request and receive what we need in time to complete the work.
Your post highlights a challenge of defining limitations: “When defining limitations, project managers must determine what’s in the minds of others who will influence or be affected by the project” (Portny, Mantel, Meredith, Shafer, Sutton, & Kramer, 2008, p. 37). That is my primary challenge as a freelance writer and instructional designer. Much of my work is project-based. I may work intensely with a team for a few weeks or months and never work with them again, which makes it difficult to predict how they will behave, especially in a stressful situation.
A corollary issue is that of overcoming limitations once defined. Portny et al. (2008) suggest two strategies: “Incorporate limitations directly into the plan” and “Identify any project risks that exist because of a particular limitation” (p. 40). I find that helpful. I’ve learned which clients routinely submit material to me a week or more late, and I give them a deadline that is earlier than I really need.
Regarding success or failure: It sounds as though the first part is a success and the second part is stalled, not a failure. Even the "best" PM runs into immovable obstacles at some point.
Sally
References
Portny, S. E., Mantel, S. J., Meredith, J. R., Shafer, S. M., Sutton, M. M., & Kramer, B. E. (2008). Project management: Planning, scheduling, and controlling projects. Hoboken, NJ: John Wiley & Sons, Inc.
Izzi
ReplyDeleteI feel that I learned a lot more about the position of a project manager. In the field of education, teachers are more the ID when it comes to planning a lesson for high school students. As a person coming in, you have given me insight on what I will be looking forward in certain situations like yours in the business. Success is the key to failure. If you have not failed in anything, youre not success. The mistakes you made will only make you grow as a professional.
Leslie Jackson
Izzi,
ReplyDeleteWhen you were asked to describe how your module interacts with tools from other companies, could that just be whether or not they are compatible? For instance, some browsers have issues with certain platforms. I have seen times when one must downgrade a browser in order to access a learning module.
Aubrey