INTRODUCTION

   

Ultimately, whether projects stay on schedule or not will be determined by what the project manager does or doesn't do on a daily basis. The daily routine tries to ensure that those jobs which are key to the success of each project get done. The daily routine involves choosing those jobs which are going to get done every day. This should be done first thing in the morning or last thing on the preceding day.

  1. Draw up a list of all the jobs that are contenders to be done on the particular day. To do this consider the following sources:

    1. Projects will have generated jobs through the monthly and weekly routines already described.

    2. Projects will have generated jobs through the project manager looking daily at the plan for each project under her control, and determining which jobs require some action to be taken.

    3. Projects will have generated jobs through the project manager trying to generate more detailed task lists about parts of the project which still lie in the future and which have not yet been reduced to a man “day level of detail.

    4. There will be other jobs “ in-tray , meetings, faxes, e- mails , mail, yellow stickers, reminders, phone calls to be made.

    5. There may also be personal jobs.

  2. Having developed the list of jobs, categorize them according to the following scheme:

    1. Have to get this done today

    2. Nice to get this done today

    3. Not going to get this done today

    4. Delegate this job

  3. Now, do all the D s, and all the A s. Everything else can be moved to later in the week or month.

Note

Note that this approach only works where you have first done the monthly and weekly analyses. If you don't do these, then the only result will be that a great backlog of tasks will build up for later in the week or month.

As described above, if changes occur in the course of the day, or new priorities arise, the project manager can reschedule simply by categorizing the jobs again, and doing the A s and D s as before. If A jobs end up not getting done, then, by definition, they couldn't have been A ( have to get done) jobs to begin with.


   


How To Run Successful Projects III. The Silver Bullet
How to Run Successful Projects III: The Silver Bullet (3rd Edition)
ISBN: 0201748061
EAN: 2147483647
Year: 2001
Pages: 176

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