Project Management: Master Project Management - PMP/PMI | Chris Croft | Skillshare

Project Management: Master Project Management - PMP/PMI

Chris Croft, International Coach

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26 Lessons (1h 47m)
    • 1. Welcome to the Course

      0:52
    • 2. Introduction to Project Management

      0:18
    • 3. What is a Project?

      2:56
    • 4. Why Projects are Difficult

      3:20
    • 5. My Thoughts on Prince2

      3:35
    • 6. My Thoughts on Agile

      4:30
    • 7. The APM Method

      3:13
    • 8. The 12 Step Process

      8:39
    • 9. Project Management Qualifications

      4:48
    • 10. Theory Wrap Up

      0:21
    • 11. Top Ten Mistakes Introduction

      0:31
    • 12. Tip 1 - Having a Plan in Your Head

      4:01
    • 13. Making Your Plan

      14:54
    • 14. Demo - Gantt Chart in Excel

      1:34
    • 15. Tip 2 - Saying "Maybe" or "I'll Try"

      4:14
    • 16. Tip 3 - Answering the Killer Question

      3:27
    • 17. Tip 4 - Not Involving Teams Enough

      6:36
    • 18. Tip 5 - List of Tasks vs Gantt Chart

      7:04
    • 19. Tip 6 - Not Planning Across Projects

      7:06
    • 20. Tip 7 - Stories vs Gantt

      2:14
    • 21. Tip 8 - Thinking Underspend is OK

      3:39
    • 22. Tip 9 - Rescheduling too Late

      3:39
    • 23. Tip 10 - Not Reviewing

      7:34
    • 24. Top 10 Tips - Wrap Up

      0:36
    • 25. Why do these mistakes happen?

      5:41
    • 26. Congratulations!

      1:13
24 students are watching this class

About This Class

Master Project Management - Avoid the 10 Most Common Mistakes

Learn the PMP method of Project Management to deliver exception projects on time, on budget, and to spec.

Project Management is an incredibly powerful skill for accelerating your career - and you might be surprised to hear you are probably managing a project right now! Managing a big project is often a pivotal moment in your life and yet it's also one most people aren't trained for... and it's very common to get wrong. Whether it's organising a wedding, launching a new product, or getting a spaceship on the moon, Project Management is what keeps this world turning. If you want to be someone who is calm and confident running a project (big or small!) then this Project Management Mastery course is perfect for you.

In this course you'll learn practical techniques to master project management. The course is structured around the ten most common project management mistakes and through that you'll learn the entire Project Management Professional (PMP) framework. It covers detailed tips for excellent planning using Gantt Charts and PERT diagrams, managing a team, avoiding overspend, predicting risks and dealing with multiple stakeholders. After this course you will feel calm, collected, well prepared and confident that your project will be a success. In fact - you'll easily be in the top 10% of the most successful projects! We look at lots of real life project management examples (some of which will definitely get you laughing) and give you practical tools you can use right away to get better results in your projects.

Project Management is very lucrative career so is a skill definitely worth mastering, and with this practical course you'll soon have it covered. Whether you're managing a small at-home project or an entire global corporate expansion this course will build essential skills to ensure your project comes in on budget, on time, and with a very happy client (or boss!).

Chris Croft is an international speaker, and widely published author, who's been teaching Project Management to companies for over 20 years. He's taught all over the world, as well as online, and has an entertaining and practical teaching style. This course is guaranteed to keep you engaged and amused, and teach you life changing skills for home and work.

The course overview includes:

  • Which common mistakes will instantly set your project up to fail

  • What makes a great project manager

  • Be able to manage a successful project even with zero experience in that industry

  • How to make a Gantt Chart and a PERT diagram 

  • Predicting which tasks are crucial to your project timing

  • Measuring whether you're on budget and on time

  • What you should NEVER say to a client (or your boss)

  • This course does not look at Agile or Prince in detail - but something better!

  • And lots lots more!

By becoming great at Project Management, not only will you pave the way for a future promotion, you'll also have saved your company thousands!

Transcripts

1. Welcome to the Course: I think that just 10 common mistakes account for 90% of what goes wrong in projects. And the question is, are you making any of thes mistakes? Because if this course helps you to avoid just one of them, then that could make a big difference to the success of your projects. And you can use this course not just on your projects, but on managing project managers so that you know what to look for on also for handling subcontractors. Put more positively. If you can avoid all 10 of these mistakes, you're gonna avoid 90% of what goes wrong in projects. Your chances of success are much higher on Don't feel bad thes mistakes very commonly made . You almost certainly are making some of them, so let's see what they are. 2. Introduction to Project Management: welcome to this first section on. Before we get onto the top 10 mistakes that people make. I thought it be interesting to do an overview of project management. What is project management on? What are the various methodologies that you can use in order to run your projects? 3. What is a Project?: So before we get into how to plan and run a project and what might go wrong in your projects, I think we ought to have a quick look at what is a project, and we kind of know one when we see one. But there are certain things that are indicative that it is a project, and the 1st 1 is they have a start and a finish. So everything is a project or a process, and processes just roll on forever. And they never finish something like doing operations in a hospital or making parts in a factory. It just rolls on and on forever. But projects have a start in the finish. But there's more to a project than that because there's also the fact that needs to be a collection off related tasks. So a one off task has a starting a finish. But it's not really a project. Project needs to be a collection of tasks, and part of the essence of what makes projects difficult is that the tasks are interrelated . You have to do them in the right order, so once you've planned the order, you can then work back from the finish and work out how you need to start, so they need to be a collection of related tasks. But I also think the rial essence of a project is that it's something new. It's something that you haven't done before. So if you take, for example, moving houses, that a project well, for most of us, yes, it is because we haven't moved house before or we haven't done it for 10 years. And so we can't remember how to do it anymore from last time. But if you're in the Army and you moved house every year, then it would start to become a process and you would just get the same boxes down from your attic and phone up the same removals company. And then it would have become a process. So the real essence of a project. I think it's something new, something that you haven't done before, and actually, that's where the word project comes from. It's the same as project, which means to throw forward. So the idea of a project is your leaping forward into the unknown. You're breaking new ground, so that's the real essence of a project. It's something haven't done before, and finally, I think it needs to be big enough to be difficult. So if you've got more than one person involved, then you definitely need some project management because you need to know who is doing what and the communication between you. Or if you've got more than 10 tasks, then you definitely can't hold them in your head, even if it's only you and there's nobody else involved. If you've got more than 10 task, it's a project. Or if the thing's gonna take more than, say, two weeks, then you definitely need it drawn out. Because as the time unfolds, you won't be out. Remember what you're supposed to do when so even if it's only three or four tasks if they're spread over more than a couple of weeks. And I would say you need a project plan just to keep a track of what's going on, because remember, you've probably got your day job and maybe some other projects as well. So any of those features will mean that it's a project and it's worth doing a little bit of project planning 4. Why Projects are Difficult: projects are difficult. They're also fun. They're also interesting. They're great cause they finish their where all your progress comes from. If you were to look at your organization in five years time and its bigger, more successful, it will be because of the projects that you've done. So projects are great, but they are difficult on. That's why you really need this discourse that you're you're taking, so that's great. But why are projects difficult? And first of all, as have mentioned projects are things that you've not done before, So we're going into the unknown. We're going to do something that is a collection of tasks that we haven't done before. Another reason my projects a difficult is they have the triple constraint. They have cost quality and time. So quite often we're trying to do something difficult against a time limit on for a limited budget. And it's often made worse by the fact that either we have a customer who's really powerful , and the customer is putting pressure on us to do something great really quickly and cheaply . Or perhaps a sales person has made a promise to a customer, perhaps in order to sell the job, and they've said Yes, you can have something fantastic really quickly and really cheaply. Or it might be that our boss wants the job done really quickly and really cheaply and really well. So because of customers, sales, people and bosses, there's often a lot of pressure on the triple constraint, and sometimes project managers aren't consulted until it's too late, natives told. Here's the project we want. We need it by next week, you can't have any money, and it's got to be brilliant. So that's a big reason why project tend to be difficult as a final reason as well, which is conflicting stakeholders. So sometimes you got a number of stakeholders involved, they might be internal in the organization or they might be external. It could be customers or other organizations that you're working with, and often they have different ideas about what they want. So one person might want the project to be brilliant, a really Rolls Royce job. Somebody else might want it to be cheap, and somebody else might want it quickly. There might be an election coming up with some reason for that. There's time pressure so you might be pushed in different directions by different people, and they might have different ideas about what they regard quality. As you take the car analogy, one person might want it to be really fast. One person might want it to have a great big boot. One person might want it to look lovely. Andi. So you're being pulled in different directions on the quality. So what do you do if you've got conflicting stakeholders? The answer is you need to have a kick off meeting and get everybody to agree what they're gonna have. So therefore, we need to have a plan that we can show them. We need to go to the kickoff meeting. Say, Look, this is what I think we should do or these are the options. Which one do you want? And then we need to be reasonably assertive and say, Look, I'm not gonna promise the impossible. You know, you've got to agree what you want, and it's got to be doable. Otherwise, I can't help you, so projects are difficult, but there are some methodologies you can use in order to plan your projects and then to successfully deliver them, and that's what we're going to look at next. 5. My Thoughts on Prince2: now in the world of project management, there's a little bit of a battle going on at the moment because there are three different methodologies three processes or philosophies that you can use to run a project. And these three methods of fighting it out in different people prefer different ones. I do actually have a favorite, but there are pros and cons with all of them. So the 1st 1 I want to talk about his prince. It's usually called Prince to now print stands for projects in controlled environments, but you don't need to know that it's just known as Prince, too. The reason for the two is that originally Prince was for I T projects, but then they broadened it out to cover all projects, and they called it prints, too. So Prince to came along in about 1985. There were a couple of high profile I T systems that were disasters. It was a public sector system I think was the NHS or something like that on. The British government decided to bring in a methodology and they brought in Prince, which later became prince, too. So it's really for big, complicated public sector infrastructure type projects on. I think if you're building a nuclear power station or something like that, then I think Prince is a good idea. Prince is basically a control system. So the objective of Prince is to stop you starting a project. You shouldn't start on to make sure that you've got a really good plan before you start on . I'm all in favor of that. You know, in any organization to clear a large, more complicated organization, you don't want lots of people just starting projects that my overlap or conflict. So the idea is you have to put in a mandate or a project brief to say I would like to do this project, please, can I? And then as you go through the stages which they call gateways, you have to get permission to go to the next Bit on. I think in some cases that's great. I definitely would like a system that said, You can't start a project unless you've got a decent plan and I want to see it before you start. So that's the good side of Prince. It's a high level control system. The problem with Prince, I think there are two problems. Really. One is. It's a little bit complicated. Just just Google image prints and have a look and you'll see it is complicated. Now you can pick and choose which bits you want to use, but I think that's a little bit messy, because how do you know which bits to use and what if you don't use enough or you don't use the right bits? So I think I would like something neat and tidy where you just do the system. So Prince is a little bit complicated. The other problem with Prince is that it doesn't tell you how to do anything. So Prince says, You've gotta have a project plan. What's in? It's up to you. You've got to monitor the costs. How you'd It's up to you. So princes attitude is as long as you're doing all the right bits, that's great. But it doesn't tell you how. It's just a framework, and that's fine because a songs you know how to do those things and they get done. That's great. But if you're looking to be told how to run a project, then Prince won't actually do that for you. It's just ah high level control framework she'll need to do theeighties am process. If you want to know how to actually run a project, the A P M. Processes what I prefer. I'm gonna come to that later. But the point I wanted to make release, they don't conflict a tall. You can absolutely use the A P m way to run your projects and you can use prints as a control system above. So that's a quick outline of Prince. 6. My Thoughts on Agile: so we've looked at Prince. But the second of the three conflicting methodologies that are out there at the moment is agile. Agile has only been around for about five years. So whereas Prince is probably coming to the end of its life, a little bit agile is just starting out on. Its trajectory is becoming more popular all the time. And the idea of agile is that when you start a project, you don't really know what's gonna happen later on. If you'll say doing up a house you don't know till you peel off the wallpaper, what's going to be underneath? There could be fungus or anything. So the idea of agile is there's no point in spending ages making a really big complicated plan at the start of your project because it's probably not gonna happen. So it would make more sense to have a very flexible, approximate plan. And varias you go along so that each step you have a rethink and you think, OK, well, here's where we are, What are we going to do next? And you vary as you go along? Now I am a little bit suspicious about this because I would quite like to know. How long is my whole project in a take on How much is my whole project going to cost on with some projects? You know that if it's fairly similar previous projects, you know roughly what it's gonna take him, what it's going to cost within a range, but with some projects you literally have no idea on that's when you would use agile, so agile is particularly suitable for smaller projects. And for I t projects, because for a big project, you really do need to know how much it's gonna cost of ends up costing double. That's a problem. But for a small I t project like, say, an app. If it costs a bit more than you thought, that doesn't really matter. So I had an app made, which is called Jobs to do. It's very good, you contend. Load it from the APP store on. When we made my jobs to do app, we made it agile style, so that was because I didn't I didn't know exactly what I wanted. I knew roughly what I wanted, so I explained it to my app guy, and he then made Version one which I then looked at and said, Well, actually, could this be made a slightly different color? And could we have an extra screen for that? And he said, Yeah, I could do that on We made version two and I then played with that. Found a few things that weren't quite right, got him to tweak them, and we did Version three. So it's a circular kind of iterated process as we homed in on the perfect app, and it would be very difficult for me to specify exactly the perfect AP at the start. So for something like that, Agile is brilliant. It didn't really matter if it took a bit longer, didn't really matter if it cost a bit more, but also with software, it's quite easy to just change. Just change the Ecologist at another page. But if you're building a house, I think you'd be very unwise to use Angel's because you can't suddenly think, actually, should we make that bit bigger, or should we actually have an extra bedroom, or should we put the kitchen on the other side? You know, it will be really worth doing the planning before you started the building, so you'd want to use a more conventional project management process for that so agile is usually used for software. I do have a worry that agile people are trying to extend it and find ways to use it for bigger projects on. I just don't think it's suitable for bigger projects. I think you really do need an overall plan if you're going to do a bigger project. The other worry I have agile is that if agile is part of a bigger project, so suppose you're gonna build a massive, great thing. But one part of it involves I t. And that part is being done in an agile way. The problem with that is that you don't know when that agile parts going to be finished, because they're kind of making it up as they go along because they're so flexible. And therefore, if you don't know when that part's gonna be ready, what about the things that are gonna follow on after that? They need to know. So I think you got to be careful about that job. But for small I T projects, when it's very creative and you're really into the unknown, Agile is a great process involves lots of communication, lots of teamwork. It's very motivational on. The big thing is that you're flexible. You're not locked into a plan. So if if it takes longer or something new comes up, you could just follow the flow. So that's the agile methodology. I'm not going to say anything more about that on this course, really. But there's lots of other training courses on Angela you could look at, so that's agile. 7. The APM Method: So we've looked at Prince to We looked agile briefly. There is 1/3 methodology that I really like, which I would call the A P M methodology. That's the Association of Project Management. So the A P M. Is an organization that you can join. Most project managers are a member of the A P M, the American equivalent of the British. A. PM is PM I the Project Management Institute. It's kind of the same. That's the American version. So the A, P m or P M. I have been around for 150 years, and they have bean thinking about project management, and they've been gradually perfecting it for 150 years. So I just don't think you can argue with 150 years of project management. So personally, I don't think we need prints or agile, although they do have their place. As I mentioned Prince for very large infrastructure type projects, okay, agile for small software projects where it's more of a development process than okay. But I think for the vast majority of project I would go for the A p M process. John people call it the waterfall process because it's based on Gant charts, which you could say look like a waterfall. But actually, they're not a waterfall there again chart. So it's sometimes called waterfall process on Get, sometimes called PM Bach, which stands for the project management body of knowledge. So the A P M. Have been writing down everything in this book that's got bigger and bigger, called PM Bach, the project management body of knowledge. You can buy it from Amazon. I wouldn't because it's quite complicated. And in fact, I think PM Bach has got so big now that it's almost useless because it's got the whole world in there and you know you to actually read and do it all would be really difficult. And I think one of the downsides of a PM is they're so clever that they've made it all a bit too complicated on what we need is a simpler view of a PM, and that's what I'm going to do for you on this course. I'm going to simplify a PM just out the bits you really need. I think the other thing about eight PM is they're not brilliant. Pr So Prince and agile of really good at PR, particularly agile. They've made it very sexy. They've got burned down charts and sprints and scrums, which is their weekly meeting. All sounds really exciting And poor old a PM. Quite boring. An old school, Really. You know, you do your network diagram and you do your gang shot and it doesn't sound as exciting and fun, but l there, on the other hand, does that matter? If it's good on, they have perfected it over 150 years. They really have. I think they've absolutely nailed it. So if you follow their process, it will work for any project. So I'm a big fan of the A P. M. And everything in the world has been made by the A P M. Every bridge, every skyscraper, every tunnel, every space rocket, oil rig, you name it the A. P M. Have done that with Gant charts. So really, they have to be the people to follow on. That's what we're gonna look at. So the next thing I want to tell you about in the next video is a quick overview of the A P M process 8. The 12 Step Process: So the a p m. The Association for Project Managers have been developing the perfect way to plan and then do projects for the last 100 or 150 years. They've written it all down in PM Bach, the Project management body of knowledge. Andi, I've simplified that down to a 12 step process just for people who are doing a small project or just want to get on with doing project management. These are the key 12 parts of the A P M. Process. So if you follow this, put this project management process. You should be fine. Your project should come in on time on budget, on correct to the specifications. Step one of the process is to define what your project is. Be really clear about what you're doing, and I think Step one is the biggest cause of failure for projects. If you leave it a bit vague, there is a risk that when you deliver it, people are going to say, Well, that's not what I was imagining, or that's not what I wanted, Soto all agree all the stakeholders agree in writing. This is what we're gonna have crossed quality in time this is how much we're gonna spend. This is what we're gonna have in scope and out of scope on. Also, how long is it going to take? So step one, Define the project. That's really important. Don't overlook that. Then you start on the planning steps 2 to 8 or all about having a really good plan. So the first part of planning Step two is to get a list of all the tasks. And there is a slight question about how much granularity tohave, How small do you go? Do you just say I'm gonna build a house? So I go to do the kitchen. I'm gonna do the bathroom, the foundations, the roof Or do you divide the kitchen down into, you know, the cooker and the heated floor and the lights? Or do you go even more detail? Do you say I'm going to drill that hole, push the wire through. So there's a slight question about how detailed to go. But Step two is to get a list of all the tasks. Then step three is to estimate those tasks. And there are two things to estimate the time on the money. So how long do we think each task will take to do on what will it cost to do? And just to clarify what I mean by time? Because there are two types of time we have to decide how many hours of work are involved and we gotta estimate that. But also the elapsed time. How many weeks till it's finished on those a different things. Sometimes people talk about days. I'm suspicious about days because if you say well, it's a three day job. Do you mean it's three days of work or do you mean it's three days of elapsed time till it's finished? So I like to use hours of work and then weeks of elapsed time. So I was talking about estimating the time and the money. The time is the elapsed time. Three weeks. The money is the hours of work, plus other costs. So Step three is to do your estimating set four on. I'm going to show you this a bit more detail later. Step forward is to work out the running order of the tasks, and this is usually called a network diagram. What order are we going to do? The tasks in step four is really the heart of your planning process. That's when you really decide. You know, Are we going to risk buying a building when we haven't got a permit for that country? Or are we going to get the furniture before the manager? Does the manager need to have a say in the furniture? So step for us where we think about the interconnections, the dependencies between the tasks on. We draw it all out in order. And it also tells us therefore how long the project's gonna take because we can add up the times. So that's step for then. Step Five is to speed up that diagram if necessary. Because if you add up all the tasks that it comes to too much, then how do we speed it up? And we can do that by overlapping some of the tasks or throwing money at them that kind of thing. Then we get to Step six, which is the Gant chart. Now again, I'm going to talk about these more later. But the gang chart is basically a Siris of bars drawn out with the right length. So you have you have a time scale on your diagram. And so you show Each task is a bar, and then you can see the whole project drawing out a Siris of bars. So that's the gang chart. Step seven of the 12 step process is then to think about resources, because if you've got several bars all happening at the same time, you could look vertically and you can ask yourself, Do we have enough resource to do everything that we want to do on this project? And we've either got to get more people. Or perhaps we'll have to move some of those bars later and take longer. So Step seven is to think about the resources for your project and perhaps also for all of your projects, because what if we've got enough for that project? But unfortunately, at the same time is that we've got a couple of other projects happening. So I have a thing called the Gant Afghans, where you look at all your projects and you just check that. Can we duel the things that we want to do in this timescale? So that's step seven thinking about the resources you need for one project on for multiple projects, then the final step of the planning is Step eight, which is risk. So you look at your whole plan and you think what might go wrong with this project? How likely is it to go wrong? How serious would it be if it did go wrong on how could we make it less likely or less serious? So risk and mitigation of risk is step eight. So that steps 2 to 8 of the 12 and that's the planning stage of project management. We then start the project. Remember, if you're doing agile, you plan and do plan and do plan and do. But what we're doing with the A P M process is that we planned the whole thing on. Then we do the whole thing, and you can see how there are benefits and risks of that. Because there is a risk you'll spend ages planning on. When you do the first bit, you'll find there's something wrong with your plan. But if you do plan, do plan do, then you don't have an overall view of the project, and you don't know how long it's gonna take. So the A P M have decided to do all the planning make sure it's right on. Then you carry out your plan. So at Step nine, as you carry out your plan, you monitor your progress, and that's normally done by coloring in the gang chart. I'm going to show you this later, so you color in so that you can check the or keeping up with your plan. Andi. So that is Step nine. Step 10 is where you monitor the money, so you keep track of how much you've spent. And again, you have a look at whether what you have spent compares favorably with what you should have spent. And if you're overspending, you can work out what to do. Step 11 is where we adjust our plan, if necessary. So if we are running behind or overspending, step 11 we think, right, What are we going to do about that? And, of course, things always change during projects. Sometimes it's outside factors. Sometimes it's the customer asking for something else. But for whatever reason, things changed uring projects, and so Step 11 is where we re jig. The plan on this is where agile people say are well, you see, you know your process isn't very flexible, But actually it's really flexible because we know we're going to be changing the planet. Step 11. We've got a whole step for that on. We're absolutely fine with that. We know that no battle plan with stands contact with the enemy. But the good thing about having a plan is that if you have to change it, you know the effect of the change. So if a customer says, Oh, can I have an extra page on that website? You could say absolutely with no problem at all to do that, but it will take a bit longer, and it will cost a bit more compared to the original plan. So that's Step 11 and then finally stepped 12 is to review the project at the end. What have we learned often for gotten very important? Because it's really the only time that you learn. You know, you think you'll remember for next time. But will you? So So Step 12 is where you write down everything you've learned and you store all your reviews in a folder so that anybody different to you who might be doing a similar project to the one you did could look in the folder and learn the lessons. So even if you've learned it, the challenges for the whole organization to learn those lessons, and you can do that if you keep a folder of reviews. So that's the A P M process, and you could see its four sections. Really, it's defining the project. It's planning the project. It's monitoring the project, and then it's reviewing it at the end. So that's the ideal way that you would do your projects. But the big question really is what tends to go wrong. 9. Project Management Qualifications: before we get down to the details of project planning and the mistakes to avoid. I just want to say something briefly about project qualifications. I get asked a lot What qualifications should I take? And I would absolutely say PMP by the way, I'll come to that in a moment. But just to say that Prince is regarded by some people as a qualification, they say, Oh, I I'm prince accredited or I'm prince qualified. I'm Prince isn't accredited by an official awarding body. It just means you've bean on a course and you've done the multiple choice tests at the end . But nevertheless, you know, that does mean that you've passed the course and that does have some value. But I would say that Prince is not a brilliant qualification toe have also prints. It does seem to be coming to the end of its life now, so a lot of employers wouldn't be impressed by Prince. In fact, some would actually worry that you might be too bureaucratic if you've done Prince. But other employers actively look for prints. So prince is an option. As qualifications go, Agile doesn't have qualifications at all. As far as I know, but the big qualification is the A P M or the PM I In America they awarded thing called PMP , which stands for project management. Professional on that is the real deal. So if you're looking to recruit a project manager for a big, important high powered project, I would absolutely get somebody who's got PMP. And if you're an individual who is looking to further their project management career, I would definitely say, Do PMP Project management professional Now it's not that easy to get PMP, but it's, well, doable. The main things you need for PMP. First of all, you need to join the A. P. M or P M. I. I'm not sure what it costs is probably about $100 a year or something like that, so you have to join them. Secondly, you need evidence of experience. You can google this to get the exact details, but you need evidence of experience, so you need to show you've been running projects for about three years now. I say about three years. It depends whether you've got a degree or not, how much experience you have toe have, and I think personally that's a bit weird, but that's how it is. So it might be two years or four years. But depending on your qualifications, you have to show some years of experience. Now most of us actually are running projects, even though we may not realize. So the chances are you can show evidence of project management. But if you're thinking of doing PMP, you absolutely must make sure that you run some projects so experience. And then the third thing is you have to pass their exams. And there are two things I would say about passing the exam. First of all, it does help if you understand the theory, so you could just memorize everything by rote. But that would be horrible. So if you can understand the theory by taking training courses like this one and perhaps some of my other project management courses, then that will make it much easier to pass the exam. So the first part of being able to pass the exam is to understand the theory. The second part is what you might call exam technique to know the kind of questions they ask. So it's a bit like passing your driving test, you know, you could memorize every road sign, but it obviously helps if you've done some driving and you and you know how to you intuitively understand the rules. But you also have to memorize some things for the written part of your driving test. Things like stopping distances and the PMP is exactly the same as that. They'll say, You know, what are the five things or or what is the name for this? And you have to learn those. The good news is there are lots of PMP exam courses that will help you. So if you understand the theory on do you've had a look at all the typical exam questions, it's relatively easy to pass the PMP exam. So join the A P M. Get some experience on, then prepare for the exam. I'd really recommend it, because if you can get PMP, you're set up for life. Project management is a transferrable skill. You'll always be in demand. You can run projects anywhere in any company. If you've got PMP on PMP. People are well paid as well on their never bored. Because projects are fascinating, they can be a bit stressful, but the good thing is They're always interesting on they finish. So you get a nice feeling of closure. You a nice feeling of success at the end of your projects. So I would really recommend doing PMP if you can. And just a final thought about qualifications. At the end of this course, you do get a downloadable certificate that you can use. So if you're applying for a job when you want to show evidence that you've been studying project management, you absolutely should complete this course and get the certificate. 10. Theory Wrap Up: So that's an overview of the main project. Management methodology is the pros and cons and what a project is. Now let's get into the top 10 things that can go wrong with your projects. The top 10 mistakes that people make Andi what to do to avoid making those errors. 11. Top Ten Mistakes Introduction: so welcome to this section on the top 10 mistakes that people make when they run projects. Don't feel bad if you're making any of these. In fact, it's great, because if you could discover one of these things that you're currently doing on, I'm gonna show you how to fix all 10. It's gonna make your project so much better. And if you can avoid all 10 of these, then your projects will be brilliant. So let's get right on. Started with the first of my top 10 mistakes to avoid. 12. Tip 1 - Having a Plan in Your Head: So the first mistake that people make with projects is having the plan in your head. And it's actually surprising how many people have that project plan in their head. Now, we see if you're gonna build a nuclear power station or put a space rocket on Mars, you're not gonna have that in your head. But for most project, suppose we're just gonna install a new machine in a factory or something like that, or we're gonna set up a new sales office or something. It's very tempting to have it in your head because you think, Well, obviously I'll have to do this first. Although I look for a site and oh yeah, I need to probably get a manager. And so you start in your head and then before long, you start thinking this isn't giving a bit complicated now, but it's kind of too late then because it's all in your head. So I think it's very easy toe. Have the plan in your head. But if you stand back and think about that, it has to be a bad idea. First of all, you can't possibly hold a decent project plan in your head. It says more than 10 tasks and then interrelated, and you have to remember to do one of them in three weeks time. You're never gonna build to do that, however clever you are. I just don't think you can hold a project plan in your head like that. So that's the first problem. It's going to be stressful to keep it there and to remember it, and especially if you've got a number of projects. How can you hold all those different project plans in your head? That's gonna feel horrible, But suppose that you are clever enough. Toe. Hold a number of project plans in your head. It's still a bad idea because you can't show it to your boss. So when your boss says, why is it going to take a year? You want to be able to show them and say, Well, because look, I have to do this. This this, but you can't show it to your boss Now you may say, Well, my boss trusts me. My boss doesn't need to see my plan, but I think it's really a good arguing tool when you want to have more resources or more time or more money. It's great to have to say to your boss, Look, I think I need more of this because look at this plan but it's also the other direction is your team and your team need to see the plan Now you may say, No, they don't. I'll just tell him what to do. But it's much more motivational. If you can say to the team, here's the plan of what we're going to do and there's your bit that you're doing and you can see how important your bid is, how it fits in with the overall plan on between us, we're all going to achieve this fantastic thing. So it's much more motivational for the team if you can have a plan drawn out. So we got Boston team. The third person involved in all of this is the customer Now It may be an internal project , in which case the customer is your boss. But if it's an external project, then you absolutely must have something to show the customer. And it's a great sales aid to save the customer. This is why it's going to take quite a long time, and this is why it's quite expensive because look how complicated this project is. And it also sends the message to the customer that you are a scientific organization and a scientific person. You know, your professional, you're organized, you've got a proper plan. They're much more likely to trust you and be happy if you can show them a plan. So you absolutely must have a plan for all those people the boss, the team and the customers. And finally imagine if you had, say, 100 tasks you couldn't possibly keep that in your head. So what you would do is you would have probably 10 or 20 tasks drawn out as an overall plan that you can show two bosses and customers on. Then you would have sub task. So, behind each one of those, you might have another 10 or 20 sub tasks. And then when you get to that particular part of your project, you can then open up the sub tasks and really manage it tightly. But you could imagine you could never possibly do that in your head. So mistake number one is trying to hold a project plan in your head, and that's a really bad idea. What we need to do instead is to draw something out on. I'm just going to show you in the next video how you would draw a project out to make it clearly and simply visible. 13. Making Your Plan: I've just seen describing how it's a really bad idea to hold a project plan in your head. We need to draw it out in some way. Andi, I want to show you what I would recommend is the best way to draw this out. So this is the A P M. Process, the association of Project Managers or PM I If you're in America on a lot of project management books will recommend to things they'll recommend what's called a network diagram . Andi again, chart on what I've realized is we need both quite often in books. They just say the network diagrams great for thinking about dependent season. The gap chart is great for thinking about timescales, but they don't really make the point very clearly that you need both and you absolutely do need both. So that's what I'm just going to show you here, so I'm gonna take an example. It's fairly dear to my heart because this is planning a wedding, and my daughter had her wedding recently and we did actually do this, but I'm gonna show you a simplified version off it just for demonstration purposes. Okay, so the first thing you do is you just get a list of all the tasks and I mentioned that and then you estimate the times of the tasks and then you put them on some sort of some sort of plan, some sort of network diagram. So what I've done is I've just prepared pre prepared on here on a whole load of post it notes with tasks on DATs what you do. So let's say, for example, we need to decide who were going to invite. So we need a we need a guest list. So stick that one there, we need to get a venue. So I've got all my tasks on here in roughly the right places. And these tasks just came from big brain dump of everything. And actually, while you're sticking them on, you might even think of a few more tasks and just get another posted and bung them off. So this is roughly the right order. I then need to put the dependencies, so I'm probably going Teoh, think about the budget first and then decide what venue I can afford. Once I've got the venue, I can look at availability of the venue and I can set a date. That's quite a key moment, really, isn't it? And once I've set a date, then I'm probably going to think about the timings exactly of my day. What's gonna happen when? And I think that does depend on the venue because, you know, is it available in the morning or the afternoon or whatever? Um, now the guest list of who I'm going to invite probably depends on my budget. It probably doesn't depend on the venue, but I think it depends on the budget printed the invitations. I need to know who I'm going to invite, but I also need to know what time to put on the invitations. So that needs both of those things that I can send the invitations, see who's going to come get my final list of attendees. Then I can do my seating plan. I probably can't do the seating plan till I know who's coming, which means I need to have done the inviting, obviously, before the day I need the seating plan. Then I got a book, the Catering on. I think I probably need to know what time of day I need the caterers, so I think that comes from the timings on. I need to catering before the day, obviously, then there's buying the dress. Now what does that depend on? Probably pretty not setting the date. Well, actually, I think it probably does, because I don't think I would actually buy the dress until we definitely had a date booked . So let's say that that depends on there on then The dress doesn't really affect anything else. I just need that before the day. Now I put one more little post it note on here. All the things I've missed out for the sake of this demonstration, I haven't thought about the cake, the photographer, the stag do and hen do the honeymoon away. These other things I just haven't done. But in real life, you would need all of those on here is well, so let's say that this is your plan. You then can look at how long these things are going to take. So setting the budget, I could do that fairly quickly. Let's just say I need a week. Teoh debate that with my other half and try to persuade my parents to fork out lots of money on getting a venue I'm going to say I'm going to spend four weeks doing that because I think that's quite you know. It's gonna take some research, visiting, looking at places, setting the day. It's gonna be really quick on. Then the timing's going to be really quick, and I'm going to say it's gonna take me a couple of weeks to debate the guest list because again, that's quite political of who we're going to invite. Printing invitations could take a while if we're going to go for old fashioned paper invitations. So let's say that's gonna take me six weeks to do and then I'm going to send them out. But I'm gonna have to probably wait a month until I know who's coming, because I'm not gonna hear back from people straight away that I could do the seating plan . Let's say the caterers need six weeks notice at least before the wedding. They've got a bile, the food and plan, all of that. The day itself is a zero. It's just on event, so it has no duration buying a dress. I know nothing about wedding dresses. For the sake of this demonstration, let's say that it's gonna take 12 weeks to get the dress made or fitted or whatever they do with wedding dresses. So let's say this is my plan for the wedding. Now you can already see. You wouldn't want to keep this in your head. It's far better to draw this out, particularly you can work on this for several people. So a group of you could say, Well, I think we should do it in this order and I think, you know should get the value and then decide the budget or whatever. So a team of you can debate it when you've got it drawn out. It's much better than just having in your head. So once you've got this, you can then look for the longest path through, which tells you how long the project's going to take. And you can see the longest path from this to get to the six. It's much slower to go through the four on the one and the one that is to go through the two. Now this 12 could be the longest path, but it actually isn't because coming through here is longer and this one's longer than this one, isn't it? So I reckon that this is the longest path through here. Just checking that that 12 is definitely shorter than 16141 isn't it? So how long is it gonna take me before I can get married? And the answer is, it's 567 plus six is 13 14 18. It's gonna take me 19 weeks. So in theory, I could get married 19 weeks from today or my daughter could. Another way to think about it is that I need to decide at least 19 weeks ahead of the day. I need to start this process if I'm working back from a finish date. So I want to get married, say, by Christmas. I need toe. I need to work back 19 weeks before then. So I now know how long my project's gonna take. So this thing is called a network diagram, sometimes called a critical path diagram or sometimes also called a pert chart. I just call it a post it note diagram. When I run my training courses on the post, its are quite low tech. I totally accept that their low tech, But I think they're better than a computer because several people canola just move stuff around. It's just quicker and easier posted notes on a white board or even just posted notes on a big sheet of paper. I think they're better than a computer. And this is the heart of the planning process. Because this is when we actually decide how we're going to do this thing. When are we going to get the dress? You know, do we need this before this, etcetera? So that's the first part of the planning process. Now, I mentioned at the start of this video that we need both this Onda geun chart on. I want to show you that now. So what I'm gonna do is I'm going to squeeze a little gang chart just down in the corner here. It's not ideal, but I don't have a huge amount of space, but I want to show you how you can then very easily make this into a gunshot. Okay, so I'm just gonna rub out that arrow. If you could just imagine that, you know, the harem is still there, and we just gonna draw a little gang chart down in the corner. So the first thing we need for a gun charge is our time scale across the top. And we've already seen that This adds up to 19. So we just want from naught to 19 on here, So let's call it 20. So let's just call it five, 10 15 20. I would use excel for this in the ideal world, but I'm just going to show it to you briefly with pens. Okay? It's just like an Excel spreadsheet, so you can see how you would do it with Excel. So once we've got our times, can we then just put in the critical path and we just focus on the Redpath? Nothing else. So it's really easy. So we just put in one week for the budget that we put in four weeks for the venue. So that takes us to they're just put a V for venue. Then we put a week for setting the date a week for planning. The timings were up to seven. Now on, then six weeks for the invitation, so that took us to 13. So I put print invitations on that. Then we're going to send just post them off. So then we've got four weeks to get our final list of attendees. So that takes us to 18. And then we've got one more week for the seating plan. So that's 19 weeks to do are critical path on the day itself. Usually, events are just drawn as a line like that, they have no duration, is just a vertical line. So that's our critical path on there and then the floating tasks just going between. So, for example, the guest list comes a time after we've set a budget, and it has to be done before we print the invitation. So somewhere in here we're going to agree the guest list. I'll just put it in the middle. For the moment. It's a little too weak floating tasks somewhere in between here and here. G for guest list. So we've got a choice of when we do that. As long as it's done before here, then we can print the invitations, so that's the guest list floating in there. The catering is any time after we've planned the timings, which is here that's planning the timings, isn't it? So it's any time after that, and it has to be done. Eso the catering has to be done after the plane. The timings. It has to be done before the day. So anywhere between here and here, we can book the catering. So I put that in quite early. I put that in there. That's the catering. Quite a lot of choice about when we do that one. And then finally there was buying the dress. And you remember this one comes after setting the dates that comes after here. I'm gonna put it above the critical part just to save some space. But normally you would put all the floating task under the critical path. But just to save a bit of space and we're gonna put it in here, it's a 12 now. How much float is it got? It hasn't got a lot of float, actually, cause if you add up all of these, you've got 178 12 13. It's only got one week of float, so I think we need to get on with buying the dress absolutely immediately. That's buying the dress on. We've only got one week of safety margin. That's pretty tight, so I would want to keep a close look at that. But in theory it's a floating task. It's got one week of float, so it's a little bit scruffy looking, and I would recommend using Excel for this. I've made a YouTube video you can look at, however you draw it. This is the gun chart. Onda. Why is the gang shot worth having? Why don't we just have the post? Its And the answer is the Gant chart shows everything to scale, so we can now see what's critical on what's floating. We can see that this has got, look, lots of float the guest list. We could see that the dress has very little float, so we gotta keep an eye on that. We can choose earlier or later, but we can also look vertically on the gap chart on. We can see what's happening at the same time is what So we can see that here we are, really, we're getting the wedding dress we're printing. The invitations on DWI are arranged in the catering, and the question is, can we do all three of those things at the same time? Now we probably can, because printed the invitations just waiting for the printer, so that's not too bad. But if these were activities that required quite a lot of work. We could start to ask ourselves. Have we got enough time to do it all at once? On if you are too busy, you might want to move some of your floating tasks so they don't line up with other times when you're busy. So the gang chart allows you to see the project much more clearly in terms of a real timeline. And you can actually put real dates along here so that you can actually put things in your diary. You can say to the person this is when we're going to be looking at venues. So we need to allocate some time in our diary when we're going to do that. So we know when h each thing is gonna happen. This is when we're gonna be posting the invitations and we know the actual date and for the floating tasks. It helps us to remember. You know, this is when you got to do this floating task. So So the gunshot is really good for seeing a time scale. So that's the gang chart. You could also use the gun chart for monitoring your progress when we get to, let's say, a week 13. We have a now line which in the old days used to be a piece of string that would move along . But nowadays it be on a computer, so you have a now line, and then you can color in what you've done. So let's say by the time we get to Week 13 that we've got the budget. We've got the venue. We have set the date. We've planned the timings, and that's all we've done. How is our plan? Doing in the answer is not very well. We're not keeping up with the now line, are we? We should be halfway through getting the dress by now. We should have printed the invitations. We should have got the catering arranged on. We should have agreed the guest list. That's what you want to see. So the colored in Gant chart gives me an instant view of house the project doing so. If somebody else was doing this project for me and I wanted to monitor progress with one question I would ask them is, Can I see your covered in gang chart? And if they say what's a gunshot? It's all in my head. I would definitely worry because I want to see it drawn out, colored in clear and easy to see. So that's why again, chart is so great, it's very clear to see the progress. Everybody could see their part of it. And you've got a real time scale. So just to sum this up, I think you need both of these. You do need to go through the Post, its to get to the gang chart, because how could you jump straight to this? It needs to know the critical path first, and then the floaters all hang off that so to find the critical path, you have to do the post, its on. You have to decide on the running order. So the Post. It's a great for that. You get the running order, get the critical path, and then it's dead easy to draw the gang chart based on that. So you need both. Do not try to have all of this in your head. It's never gonna work 14. Demo - Gantt Chart in Excel: first put your tasks down the side and then put the dates across the top on. Then you put in the critical path. Now, how do you know which tasks are on the critical path? While it comes from the Post it note flow chart that you made earlier? It should look like this. Never jump straight to again chart without doing the post its first. Because your Gant chart will be wrong, it will be based on the wrong critical path. Then you could put in the floaters when you do this. Always put in the vertical lines, they show how much movement the floating tasks have. The lines are based on. What does the floating task have to come after on what must it be done before position the floaters as you want them, which will depend on the nature of the tasks and then put in the names of who's doing each job as an extra column. Then put in any holidays like Christmas, where the project will be stopped on. This is done just by inserting a blank column. Then you can put in the actual hours, worked along the bars and then add up the columns to see when you're busy. This is known as a resource profile. If you're too busy, then you've got to either move the floaters or get more people. You can also add up the rose to see where the time is being spent on. Do a little sanity? Check to the totals. Look about right for each task, then do the same for cost instead of hours on a new sheet, which is just a copy of the previous sheet on. This tells you what you're spending the money on on when you're spending it color in your gang chart to show the progress. And that's it. If you want more detail on how to actually duel this using Excel, have a look at my Gant Excel demo, which takes a bit longer. 15. Tip 2 - Saying "Maybe" or "I'll Try": So the second mistake that people make and I think this is also really common is saying Maybe or I'll try when they're asked to do a project. So when your boss says, Can you do this for me By Christmas? You say, Well, I might be able to I'll see what I can do or I'll do the best I can. I'll give it a go, Andi, If you save your boss, I might be able to do it by Christmas. What did they hear on they? Probably here. Yes. If you say I'll try, I'll do the best I can. They hear? Yes, I actually hear No, and I don't know where. That's because I'm a project manager and I'm naturally cautious. But if somebody says, you know, I might come to your party, I know they're not coming, but for some reason at work, if you say you know, we'll see what we can do. They here? Yes, Andi, that's really risky, because what if you then don't succeed? You've kind of promised. Sometimes there's a lot of pressure. They say you will do it, won't you? And there's this implication of you know, if you can't do it, I'll find somebody else who can. So you say well, or I'll see what I can do. But that's a yes, and you've now taken it onto your shoulders. And if you don't deliver, it's going to be your fault. So my feeling is you should never say Maybe you should either say, yes, I'm going to do it or No, I can't. I know it's really tempting to say yes. Or maybe if you're not sure, because to start with your hero suppose I bullied you into saying yes and you go or I'll see what I can do. I'm thinking brilliant, You're doing my project. I love that and you're the hero to start with because halfway through its it's running a bit late and your overspend on by the end, it's You've totally let me down. So don't be tempted to go for the easy option of saying yes or maybe at the beginning, just so that you could be the hero to start with, because the problem is you will be the villain later. So we've got away. Either say yes if we can definitely do it or no, if we can't and we can't have any maybes. So the first thing is to work out using something like this. Can I actually do it or not? I don't guess. Do a plan. This will either tell you it's going to take too long or not. If you want this in 18 weeks, I can't do it. If you want it in 20 weeks, I can do it. So that's the first thing. Do the planning. But then if you're going to say yes, you want to make sure you got a plan. But if you're going to say no, you've got this as an arguing tool. So the great thing is, if somebody said I want this project in, You know, in 10 weeks I would say from I'd love to do it for you in 10 weeks. But unfortunately, Gant charts says No. I probably wouldn't show them the Post it notes, because they don't need to worry about that. I mean, you can. It's impressive, but all they really need is the gun charge. And if you say well, look, I've done on this planet. As you can see these this is the critical path here we have to go through these steps and it comes to 19 so you can't have it in 10. So instead of saying maybe much better to have an arguing tool and say to them, I'm afraid you can't have it. So the Gant is proof you can do it if it's a yes, and it's proof that you can't do it If it's a no on, never say maybe now there is one other option as opposed to yes, no. Or maybe. And that is yes, I could do it if you reduce the spec. So if somebody said, Well, I have to get married in 10 weeks, then you could say, Well, okay, going back to my three circles, we got crossed quality and time. So if you want to squeeze me on time, we could either pay more. You know, we could just pay a fortune for a really great venue where we can get straight in there. And, you know, we could pay someone to just do the imitations incredibly quickly or whatever, so we could pay more or we could reduce the quality we could say, Well, if we don't bother with printed invitations, that would save us six weeks on the critical path. Andi, Obviously, then the dress would be a problem. But we could say, Well, you know, if we just getting off the peg dress that's not as good or if we pay more for a really nice dress that is available right now, then we could do it in the time. So you've always got the flexibility of the three circles, but once again, if you've got the plan drawn out, it makes it much easier to make those kinds of decisions. 16. Tip 3 - Answering the Killer Question: The next mistake, which is really easy to make, is to answer the question. What's the best you can do if it goes really well? And of course, it's our job to answer any question we're asked, and it's natural to answer that question. But you got to be really careful about this particular question because if somebody says, What's the best you can do? If if everything works, if the I T works first time, nobody's off sick. You haven't for gotten anything. The weather is perfect. How quickly do you think you might be able to do this job for me? If you answer that question, if you say well, I might be able to do it in six weeks you are now committed to doing in six weeks, and however you word your answer, you're going to be committed to that number. Even if you say well, it's highly unlikely everything's going to go well. But if in theory nobody is off sick and the I T works in the weather's brilliant, I might be able to do it in six weeks. All your customer here's is Lulla, Lulla Lulla, Six weeks so, however many provides owes you put in, they won't hear those. They'll just here six weeks. So don't say that. Number six. Once it's out of the bottle, you can never get it back in. So if you do say six weeks, you're pretty much doomed. I mean, obviously there is a tiny chance you'll achieve it, but you've probably got a 99% probability the or gonna fail. So what should you say when your boss says, Or your customer says, If it's an external project, how quickly might you be able to do this for me? And the answer is to weasel out. So what I would say is, well, it's quite difficult. Project. There's a lot of unknowns. We've got some difficult I t. In this one. It could easily take 10 or 11 weeks, I reckon. Don't say six. I'm just using six is an example. Obviously you'll know what your range is, but whatever that number is, don't give it to them, and it's the same for cost. If they say if it goes really well, nothing goes wrong. How cheaply might you be able to do this for us? Don't say I could do it for 6000 say Well, it's quite a lot of unknowns. I think it could easily take 10 or 11,000 to get this done. Okay, So weasel out and don't arts of the question. And if you're a boss, don't ask the question. Because if you're the boss and you say to the person, how quickly might I get this? And they say you might get it in six weeks. That number is useless. That's a number that they're almost certainly not going to achieve, so it's quite dangerous. If you ask that question, you're probably go away. Thank you, brilliant. Six weeks and you'll include that in all your plans and your promise it to customers. It'll be in your financial forecasting, and that's going to be awful because it's not gonna happen, and then you'll have to go back to them and blame them. But should you blame them? Because, really, you should blame yourself for asking that question, so don't ask them what the best possible time is. I asked them for a range or asked them for an average, or even better, asked him for an average plus a safety margin. Give me a 90% reliable forecast is what you should really be asking for, but we'll just ask them to show you the plan. I mean, it's the best thing. Show me your plan. So what's involved in this project? But whatever you do, don't start asking them to give you a really optimistic forecast because you're not going to get it. 17. Tip 4 - Not Involving Teams Enough: now the next missed. A tow avoid is quite different toe all of the others because it's not to do with the technical side of planning and numbers and calculating is to do with people. And I think there's a risk that project managers don't involve their team enough. They think, Well, I'm the project manager. I need to sit down and do this plan, and I need to do it all myself. And that's a real shame, because why not involve your team? Your team will be more motivated if they're involved, but also the project will be run better. The plan will be better. The carrying out of the project will be better if you involved the team, so I would involve the team in pretty much every one of my 12 steps. Let's just have a quick look through the 12 steps on, just see at which ones you'd involved the team with. So Step one was to define the project, and I think even then you want to involve the team and say, What do we think is going to be in scoping out of scope on this project? What do we need to make sure it is part of it, so I would involve them even in step one. Probably now, that might just be a meeting you have with custom. You might not involve your team, but definitely you need to talk to a few other people about what the project is. Then when you get to the planning, clearly the listing of the tasks, you want to involve the team and have a big brainstorm of everything they can think off. And you probably know more about it than the team. But remember, they will all have their own individual areas of obsession. So they're all going to come up with a little extra things you haven't thought off. And even if between all of them, they only come up with one more task, then it was worth it because you've got a better plan. Plus, you get buy in at an early stage. So if the team are right in there at the beginning of the planning, they're going to feel some ownership of the project. And that's great. So you've definitely got involved the team at Step two, similarly estimating I would involve the team and say, How long do you think it's gonna take. What do you think? It's in a cost, And one of the points about project management is that if you know this process, you can plan and you can deliver any project if you've got a good team. So if I had to put a space rocket on Mars, I could do it. Even though I know nothing, because what I would do is I would have a team and I would say to the team, What of the tasks involved? And then I would say, How long do you think these are going to take and how long will he is going to cost? And then I would say so. Which orders should we do them in? And I'm just a manager. I'm just facilitating the process anti. But that's great. I mean, that's adding value if somebody does have to bring it all together and facilitate it. But if you involve the team on the estimating, you're going to get much better estimates. There's also a thing called the wisdom of the crowds, which says that if you want to estimate something, the more people you ask providing, they obviously know what they're talking about the more people you ask, the more accurate your estimate will be, because statistically half of them will overestimate the half. Full underestimate. So if you're doing that pub game where you have to guess how many pennies air in the jar, by all means have a guess yourself of what you should do is get 10 friends or even 50 friends toe all guests. Just take the average of all of their estimates and you will win that prize. That's what the wisdom of the crowd says and try it. Sometime you'll find it's true. So the more people involved in the estimating the better step forwards the network diagram with the post. It's that I showed you just now again involved the team. They love it. It's fun on dure going to end up with a better plan. Even if they've had no plan, no training at all, they will understand what you're doing and then step five. How do we speed up the plan? If we're not happy with what we've got again, the team will have suggestions about how we can speed it up, and you really do need them to be involved and have some buy in with that stage because they're not gonna like it. If you single handedly unilaterally speed up their plan so involved in with that, then there's the drawing of the Gant charts. Step six. Now, I think this is probably the only stage which you might have to do on your own. You probably need to sit down and excel and just type it into the Gant chart. You might delegate it, but I don't think you could really involve the team in that. Once you got the gang chart, you then look at resources. You might discuss that a bit with the team of Who's going to do what and how flexible. Would you be able to do this one for me? So I perhaps would involve the team with the resources. The last bit of planning is risk. I definitely would involve the team on risk so we would brainstorm everything that might go wrong. And then we would discuss amongst ourselves how likely have serious How could we make those things less likely? How can we make them less serious? So definitely you want the team for Step eight. You also must have the team for Step nine, which is where you report the progress. So this would be probably a monthly meeting, but it might be a weekly meeting on the team would all meet on. We would all talk about how we're getting on. Of course, what this does is it puts a little prep bit of pressure on the people who are behind schedule because they have to come to the meeting and go. I'm letting the side down because I haven't done my bit. So you must have the team for Step nine for the Finance. You could just review the finance. But again, if you do that at the same meeting, it's good for the team to understand the finance and to see what's happening. And if, if they are overspending, they need to come and say, Well, this is what I've done and you might want to ask them about how they can save money on the on the remainder of their task. Step 11 is rescheduling. What are we going to do? We're running late. What can we do in the second half? I definitely will involve the team for that. The great news is you don't have to do it all yourself. And finally, the review again. I would absolutely involve the team for the review. We all go out for a meal. Personally, I like a curry in an Indian restaurant. But you could always go Italian, have pizzas. If you want all meet up, have a meal, celebrate the fact that you finish the project. I actually think that the project manager probably should pay for that meal as well, if if they can. But whatever. Go out celebrate the fact you finished talk about what was good about the project that we're gonna repeat next time. What was bad that we're going to avoid next time on what could we have done? Even better on that review, of course, has to involve the team, so you can see we need to involve the team all the way through. Just because you're the expert doesn't mean you have to sit on your own or lonely in an office trying to produce a plan that will not be as good. So involve your team 18. Tip 5 - List of Tasks vs Gantt Chart: over the years when I've Bean a project manager. But but more when I've been doing training, I've seen a lot of project plans on. I think this is one of the commonest mistakes that get made, and it's also my total pet hate. And it's the fact that people quite often have a list of tasks rather than a proper Gant chart. Now it doesn't sound that bad. Does it just have a list of tasks? And I think, you know, it's probably obvious thing you would do. I gotta do this complicated project. So I just do a list of everything I've got to do. And I maybe put dates. So I'll be doing that one in March that when in April, probably get to that May June time. That's what people do, and I think it's a really bad idea, and I'll explain why. So the first thing I do when somebody says here's my project plan and they show me a list of tasks, I always say to them, Oh, that's good. Where did you get the dates from Andi? They nearly always say, Well, I made them up, really, and I think Yes, I knew it. You just made up those dates because there were really only two places where those dates could have come from, either. You just guessed, um, or you boil them down from a gunshot. And if you think about it, why would you boil again? Chart down into dates, Having gone through all the effort to do the post its and make the gang chart, you could then just have starting finish starting finish for each of the each of the tasks based on the Gant chart. But why would you do that? Because you lose all the visual nous of the gang chart. You know, you could no longer see what's overlapping. You can't see the critical path. You can't see what's big and small. You can't see how much float things have got. All of that is lost when you just go back to the dates. So you would be mad to boil down again, chart into a list of task. And of course, people don't do that. So the reality is those dates are just guesswork. You've just thought I'll probably do that in April. Are probably do that in May, and you're just assuming event in a linear way. You've forgotten that some things could be done in parallel, and you'll probably have made some mistakes on the dependencies, so those dates won't be right. They can't be right. So whenever somebody's got a list of tasks with dates on, I just think, Well, it's going to be wrong and we can't see what's overlapping. We can't see the effect of slippage if one thing runs late, is it going to affect the other ones or not? You know, we don't know what depends on what There's no critical path. It's not a proper project plan. Now, don't feel bad if this is what you've been doing up to now, because it's okay. You're watching this video, and from now on, you're going to get it right. What I've found is looking at other people's plans that there's a sliding scale between having nothing on having a really great plan, and I'm just gonna describe those now and you can see the diagram that I'm gonna put up on the screen. You can have a look. So I would say from experience that 20% of projects have no plan at all. One project in five that I've looked at there just waiting in there, doing stuff now. Clearly, if you're putting people on Mars or your building nuclear power stations or something, then you're gonna have a plan. But most projects are quite small on. They just don't have a plan. They're getting a new machine for their factory or whatever, and they don't really have a plan. Then I would say probably 25%. So 1/4 of all the projects I've seen, the plan is in one person's head on as we've already talked about. If it's in one person's head, it's probably wrong. And also nobody else can see it. Plus what happens if something happens to that person? If they leave the company or they become ill or something, we don't know what the plan is anymore, so that's crazy. I think there's another 25% where the plan is in the form of a list and that's what we're talking about here. 1/4 of all project plan, it might be more than that actually are just in the form of a list and I have been saying the problem with that is we can't see the critical path. We don't know what happens if one thing slips what effect it has on other things. We can't look at overlaps. We can't look at resources. It's not really good enough, and that's common Now we come to the ones that at least have a Gant chart, and that's great. But I would say that 10% of project plans that I look at and this is probably about 1/3 of all the Gant charts I look at have no critical path. They just tasks on. A timeline on what's happened is they haven't used post its to plan it properly, so they haven't started with the critical path and everything's hanging from the critical path. What they've done is they just said We'll do that here and we do that there and they just drawn bars on a diagram. It's really only one up from a list, so if there's no critical path, I would be very suspicious. I would think that that plan is probably guesswork and is probably not right, but also I want to know which tasks a critical in which ones of floating tasks because the critical tasks have to be done at the right time. If they run late, they push the whole project late. Where's the floating task can move, So I need to really manage the critical tasks carefully. So the 10% where I have a gang chart with no critical path doesn't really tell me what I need to know. The next 10% is where there is a critical path on the Gant chart, but it's not done with Post its. So that critical path is pretty much a guess. If I think this is the critical path on these of the other tasks, and it didn't come from post its and what I'm really thinking about here is Microsoft Project, because Microsoft Project encourages you to go straight to the Gant chart and you just put everything in onto again chart, and it's great on. I think Microsoft Project is OK, but I don't like the way it encourages you to go straight to the gunshot, because if you do that, you'll probably have missed some dependencies. You'll make some mistakes on working out what depends on what so you're critical path will probably be wrong on. That's why I would really recommend the process. I showed you just now where you do the post its first, because the Post its are definitely the best way to think about dependencies. So again, chart that has a critical path, but it didn't come from posters is probably not going to be right. Finally, 10% of projects have done properly. They actually have some sort of Post it notes, some sort of pert diagram. First, it's been made into a gang. Char on again chart is right on. You could tell just by looking at it if it's been done in this way, so that's the right out. So that's what we want. So there we are. That's the kind of depressing view of projects, isn't it? Most of them don't even have a gun chart. A few of them have Gant charts, which have made in an incorrect way, and I think only 10% of projects have a proper plan. But of course, from now on, yours are going to be in those top 10% 19. Tip 6 - Not Planning Across Projects: Now we come to a very common project management mistake, and I think this is the most forgivable one. I think you know, it's fine to have made this mistake, but once I show you it, I think you'll be really interested in this and you'll never make the mistake again. And this is that some people don't have a Gant of Gantz, and what I mean by that is some people don't plan for the resources required for all the other projects. So they have a plan for their one project. Yes, great. I could do that. I got enough people, but they forget that they've got other projects on at the same time. And if they only had a Gant of Gant's, it would solve that problem. So not planning for the resources of all of your projects. So I want to show you against Afghans on the screen now, and you'll be able to see it's just the most brilliant thing. In fact, it's so intuitively obvious. I hardly need to explain it to you, but I am going to. So the first thing, if you look at this, how is project a doing? Tell me about Project A, and you could see the project A is already complete, as indeed it should be. It's colored in, which means it's complete, So that's great. How is project be doing? Well, you could see the Project B is not keeping up with the now line. You can see that from the now line that project be should be nearly finished on. Actually, instead of being 80 or 90% finished, it's only about 60% finished. So project is not keeping up, and you can immediately see that. How is project see doing well. You could see the project see is actually ahead of schedule. It's pretty rare. You don't often get projects ahead of schedule, but in theory you could have that, and that's what it would look like. What about Project D? How is that doing? Well, you could see immediately. Project D is not started, and it should have Bean. The now line has started to cut into Project D, but we haven't colored in any off it, so we're not keeping up with the plan. In that sense, we haven't even started Project D. So for projects A, B, C and D, we can immediately see the past weaken, See, Have we done what we should have done so far on? It's so quick to see you can instantly see what's happening on those four projects. So that's great. If I was a boss, I would absolutely want to be looking at a Gant, Afghans to see what's going on. I suppose I had an I T department with 20 people and it was all really complicated. Once a month, I would say to them, Bring me or colored in Gant of Gant's and I could immediately see have they done what they should have done in the I T department. I could control the I T department in one minute a month, which would be marvelous. The Gant Afghans is also brilliant for looking at the future. So if we look at projects E, f and G, what am I worrying about? Andi, Clearly they're all gonna hit me at the same time so I can start to think about the question. Can I do all three of those projects at the same time? And if I can't, what am I going to do? And clearly I've gotto either get more people and At least I've got a bit of time before it's going to hit me so I can start thinking about how I'm gonna do that. Or more likely, I probably can't have more people. So I've got to push one of them out into the future so I can start thinking about which project, Um, I gonna push into the future. In fact, we could have a debate. We could have a meeting, and I could say to everybody Guys thes air the projects coming up, I can only do two out of the three. So who's project should we push out into next year? And then I can sit back and watch them fight? In a way, it's not my problem. I'm doing the best I can. They've got to agree amongst themselves which project we're gonna push out into the future . So again, if I was the boss of let's say I t, I'd want to know, Can you do all the projects that I want in the future? And if you can't do all the projects, I'd want to be able to choose which ones I have on which ones I don't have. I don't believe that to chance. So you can see it will be a massive error, not toe have against gaps, because I wouldn't be able to see what they were doing. Have they done it? I also wouldn't be out to see what's coming up off. Can they do it? So you'd be mad Doctor have again to dance. And yet, having said that, a vast majority of companies I go to they don't have one they've probably never seen. It'll never thought about it. Now, a couple of points about this, the Gant accounts I've been shown you has shapes. In reality, they probably wouldn't be shapes they probie numbers on a spreadsheet. So for each project, you would just have a row of numbers of how many hours or how many people you need for each week or each month. So then you could have those numbers all on your Gant Afghans spreadsheet, and you could just add up vertically and just check that you can do all the projects you want to do. And if you can't, you'd have to move one of the rows of numbers out into the future so it would probably be numbers rather than shapes on. How would you get those numbers? Well, you could I to get them from Gant charts by adding up all the tasks. Or, more likely, you could guess your Gant Afghans. You could say, Well, I reckon it's probably gonna be two people for three weeks for that job. That one. There is going to be four people for just a couple of weeks, and if you just put already in, it tells you roughly whether you're going to be OK or not. So I think the Gant against could be guesswork and just a final thought about how you would make your granted gas. And I think you might want to do it rather than for the whole organization. You might want to do it for a department. So, for example, I think they should be an I t. Gant Afghans, where you look at the I t content of every project so you might have a huge project. The only has a small bit of I t. So on the i t. Gant against it would just be a small bit of work, and then I t can just check. They can do all of their work that's required for all the projects. And if they can't, they can say, I can't do all the projects. So So you would ideally identify your bottleneck department, which perhaps would be I t. But if you're not sure if your department is a bottleneck, then you should just do a Gant against for your department just to check that you can do the work required for those projects. You don't want to be the one to let the team down. So a final thought about this is obviously great for the boss to be able to have a look at what's being done and what's coming up. But I think it will be great for the project manager and the team as well. So if I waas the I t department, I would also want to have a Gant Afghans because I wouldn't what would want to make sure I wasn't gonna let the side down. But I could also use it as an arguing to with my boss, and I could say, Well, I don't think I can do all these projects. I think you need to give me more people or some of the projects have got to slide. So the Gant of guns is great for the boss. But it's great for the people doing the work as well. It's great for everyone. You'd be mad not to have one. So after this video, I would urge you to have a go. Just get a spreadsheet, list all the projects, put roughly how many people you think you're gonna need, add it up and see whether you're okay or not. 20. Tip 7 - Stories vs Gantt: Now we come to a very commonly made mistake, and once you've seen this, you'll be thinking, of course, and this is to let people tell you stories rather than showing your colored in Gant chart. And I found that quite often people have they do again charter beginning because they need to show it to the customer to sell the job or to get permission to do a project on day wants to start the project. They don't color the gang chart in a natural Seems mad. You've gone through all the effort of producing the gotcha. Why would you not use it for the best bit, which is coloring in to monitor your progress? Are we keeping up with the now line? So what happens if you don't do that? If you just don't even have a gang chart? A tall is that people will tell you stories so you'll say, you know, how is the construction job getting on? And they'll say, Oh, it's going really well, yes, we got the foundations in, and sometimes it will be tales of woe. There begin our yeah, the weather's been awful. It's been so wet we had to get a second digger or whatever it is, and you're thinking, Well, okay, that's great. You've done the foundations, but should you have done more than that by now? I don't know. So it's great to hear what you've done, but I want to compare what you've done with what you should have done. You know, maybe you should have done the foundations, put the walls in and done the roof by now. I don't know. So it's time consuming and not that useful to hear you rambling on about all the stuff that you've done. What I really want to hear is show me to catch up, because then I can see what you've done, and I can compare it with what you should have done on dykan. See whether you're keeping up. So the question to ask is, bring me or colored in Gant chart, and I wouldn't settle for anything else. If you've got people telling you stories, he should be very suspicious because first of all, are they hiding the fact that they haven't done as much as they should of, But also, why don't they have again chart, you know, do they not have a plan for their project. So for all sorts of reasons, I will be very, very suspicious of people. Just tell me. Tell me stories. I don't wanna hear stories. I want to see a colored in Ganesh out. 21. Tip 8 - Thinking Underspend is OK: the next common mistake that people make with project management is thinking that an under spend is okay and this is surprisingly common again. Once you've seen this, you'll just You'll never make this mistake again once you've seen this. But suppose that I'm It's a £1,000,000 project, Andi. We're halfway through and I'm supposed to have spent 500,000. And suppose I've only spent 400,000. Is that good? And it be easy to think. Well, yeah, I'm under spending out, you know, I'm doing it cheaper than it was meant to be done. That's great. But of course, yes, I might be under spending. But what also might be happening is I might be late. Andi. Which one is more likely that the first half turned out to be cheaper than I expected? Or that it turned out to be harder than I expected? And it's taken me longer, and it's gonna be that 2nd 1 isn't it? It's going to be that I'm behind schedule. So under spends usually mean late nous. There are so many ways to be late. All you need is one person off sick. One person was busy on another project. Something went wrong and had to be done a second time, or there was a task that we forgot, and then we had to do it. There are so many ways to be behind schedule, and it's actually really difficult for things to be cheaper than you expected. So under spends usually mean late nous. So never think and understand is okay on its particularly tricky, because if you've got overspending and lightness, those effects cancel out. So imagine if I've only done half what I should have done, but it's cost me twice as much to do that half that's going to look bang on on the spend or , more likely, imagine I've only done 90% of what I should have done. I'm slightly behind schedule, but it's over. Spent a little bit. It's cost me 110%. So that would mean I would be pretty much bang on on the spend, so you got to be really careful looking at just the spend. The key is to separate out the two on How do you do that? The answer is, you look at the gang chart because the Gant chart shows that you've done 90% of what you should have done. Then you immediately know that you're behind schedule on if the spend looks OK, but you've only done 90%. That means you've actually over spent on that 90% because that's taking you back to the spend looking. Okay, so I think you could sum this up by saying, Firstly, always look at the gang chart to make sense of the money. But also, if you're under spent, it probably means that you're behind schedule on. That's probably because you've had a problem of some sort. On. That problem will mean that in the end you'll end up spending a bit more than you planned. So under spent means late. Which means there's been a problem, which means overspend. Now. Overspending just means you've over spent so under spending or overspending means that in the end you will overspend on your project on. The only way that you can come in on budget is to come in on time as well. On that, you know, that's difficult. Most projects do overspend, which is why we had contingency in. But the great thing is, the Gant chart shows everything you need you don't have to do this guesswork of. Well, I'm probably late. I've probably had a problem. If you've got again chart, which he should have, you could just look at that. And that will tell you whether the under spend is really a genuine understand or whether more likely it's because you're behind schedule. 22. Tip 9 - Rescheduling too Late: mistake Number nine that people make with projects is rescheduling too late. This is where suddenly, right At the very end of the project, they give you a big chunk of bad news and customers don't like bad news. I remember with Wembley Stadium, the British National Football Stadium. They were redoing it. This was probably 10 years ago now, Andi, With one week to go, they suddenly announced they were a whole year behind schedule. And that was crazy because people had already booked in things like the F A Cup final, I think. Take that. We're playing a concert on All these things have been booked in for a few weeks after that and they went out. We're not gonna be ready for another year now. They must have known about that. The kind of suddenly had a problem that delayed them by a year. So why didn't they reschedule sooner on Why do people generally reschedule too late? And the answer is they're hoping for luck. They're hoping that some miracles gonna happen. So what you should do is about halfway through the project. When you find you behind schedule, you should come clean, and you should say to your boss or your customer? Look, I don't think we're gonna finish this on time on then. Everyone's got plenty of time to either throw money at it to speed up or reduce the quality to speed up or to change that finish date on def. You tell people with plenty of notice, it's nowhere near as bad. What we don't like is a last minute surprise. But of course, what project managers do is they think, Well, we'll probably find a way to catch back up somehow. And they keep hoping and hoping and by the end there hoping for a massive, great miracle of maybe some way we'll be able to speed up. And eventually, with a few weeks to go, they think I'm not gonna make it. I'm just gonna have to confess. And then they give this big lump of bad luck to the customer. And that's what you mustn't do. You miss reschedule earlier. So you've got options. You can put the money up, you could, but quality down. You can overlap some tasks, but never just do nothing and hope because projects are not going to fix themselves. I've heard people say Well, I was so unlucky in the first half. I'm owed some luck in the second half. But of course, if the first half has been unlucky, the second half will be as well. But it's not really luck, is it? You know that first half went badly because your plan was too optimistic or it just wasn't very good. Or perhaps your team weren't very good. But you've got the same planning in the second half. You got the same team, the same subcontractors. So if the first half went badly, the second half will probably go equally badly. And even if your problems are now behind you, the second half is any going to go back onto plan. It's not going to be better than the plan. So if you're already over spent or late, you're not gonna catch that up in the second half unless you do something. So do nothing, and hope is a really bad idea. And I've done projects where we've had lots of little problems, but they've all gone now on. We thought, Well, maybe all our problems are behind us now and then in the second half we've had a load of other little problems. Different ones, because generally the second half will be the same as the first. And maybe in your planning, you just weren't good enough at spotting the little problems. So, as a rule, always assumed the second half is going to be the same as the first half. Unless you change something drastic. So don't hope for luck. Don't just do nothing and hope, and the big thing is no surprises. Just don't leave it till the last minute. It's a really mistake to leave the rescheduling until too late. 23. Tip 10 - Not Reviewing: My final common project mentioned mistake is to not review your project at the end. And I think this is a really common mistake, almost never to people review projects on in 20 years of project management training. I mean, I must have trained hundreds thousands of people. I must have seen hundreds of project I've never, ever in any of the organizations I've bean into. I've never seen a file of reviews, a little book where it could be online, where you can just look back through all the reviews of all the previous projects. So often a company will have maybe 20 projects a year. It's after five years. You could have 100 project reviews in a file that would be so useful, and yet I've never seen it. So why do people not review a project cause it's a no brainer, isn't it to just think, What have we learned? Why don't we do reviews? And I think the biggest reason is we don't have time. I haven't got time to think about that project. We just got to go charging on to the next, and really, that's mad, isn't it? Just to spend a little bit of time just to think what what went wrong. How do we prevent that happening next time? So it could be time on if customers pay you to do projects? It's quite possible that you don't do it because you haven't got the funds because you can't really charge the customer for the review because it doesn't benefit that custom. It benefits future customers on. Really, the customers should pay because they are benefiting from all the previous reviews you've done, which they didn't pay for. But nevertheless, customers don't like paying for reviews, so they got to be funded internally. So that's one problem, the time and the cost of the time. I think another reason what we avoid reviews is because we don't want to relive the pain again. We don't want to think about all the problems we had is like, Well, that's all gone. Let's just forget it. And maybe we don't want to admit our mistakes in public both in the meeting, but also in the review document that's going to be published for everyone to read forever. Now, if you do publish reviews and you should, you don't have to put names, you don't need to say it was Louise who made that mistake. So of course you don't have to do that. But nevertheless, we don't want to have our our mistakes and everyone knows who it waas written down. But we should. We should almost be thanked for discovering that failure mode so that nobody else has to fall down the same hole that we fell down. But I think fear of revealing our mistakes is another reason we avoid reviews on Funny enough. I think revealing the good stuff is another reason we avoid reviews, because if we've done something really clever, maybe we don't want to tell everyone want to keep that to ourselves. But I think that's a really shame to not share the good things that we did. There's a few other reasons we avoid reviews like we're never going to do another project like that one on. We all think that, don't we? We extend the factory and we think we're never gonna need to extend it again. We're never going to redo the computer system ever again, but in five years time you probably will, and the lessons you learn might apply to other different types of project anyway, So never think I'm never going to do another project like this. I think another reason is that reviews don't benefit us. They're probably gonna benefit somebody else who does a project similar in the future. And you're thinking, Well, why should I go through all the time and hassle to help somebody else? But of course you should, because we're all one team in the organization. There is a final reason that we avoid reviews, which is nobody's going to read them. So what's the point? But of course, that's a circular argument, because if you always did them and you built up a useful collection of reviews than other people would look at them and it will be great. So basically, every reason you've got for not reviewing is wrong. You absolutely should do a review, and it could be quick. And it could be fun. You know, just meet up, have a meal of all, sit around and have loads of food that you share or some Italian restaurant somewhere nice . If you don't want to leave work, then you could even order some food into work. It's, um, pizzas in and just make it a fun thing. You know, What have we learned from this project on? I would go through three main areas. I would go through what was good that we did that we would recommend repeating next time. It might have been complete luck, but write it down anyway. What was bad? What were the mistakes that were made? It was Nobody's fault is not about blame. But is there anything that that went badly that we would recommend to other people that they would avoid on what could we have done? Even better knowing what we now know with our perfect hindsight, which only lasts for about two weeks, by the way. So you must do the review pretty quickly at the end of the project, knowing what we now know. What could we have done to make the project even better, so good, bad and better and write those things down? Now there's an extra spin off that comes from the 1st 1 of those three good thing, which is that you can thank people on. Most people don't get thanked enough. You can always thank people more, and the great thing about projects is that they do finish. So is a chance to say, Well done, everybody. We finished, and you can thank people for all the good stuff that they did. You know? Why would you not? So that's the format I would have meet up good, bad and better and then write it all down. Probably just a one page summary for each project. Because you don't want a great big report. Nobody's ever going to read so a one page one sheet of a four on either print it and have it in a book or upload it so that the Internet everybody can view it. If it could be searchable, that will be even better. And then you've got a really valuable collection of documents there, that body of knowledge which can feed back into the planning for future projects, and it feeds back into two places. It feeds back into the listing of tasks, which is Step two on my 12. So when you're thinking, Oh, what of the tasks for this project you can look back through? And are they did that, you know, when they had their wedding, you know, they had party games in the evening. They had sumo wrestling suits. And they had laser quest. Yeah, we could do that. So why don't have a look at the tasks, Andi Also, it then feeds back into risk. So when you're thinking what might go wrong, you could look at the review and think, Oh, yeah, you know, the father of the bride got drunk and and punched the mother of the group or something like that, And you can have a look at all the things that went wrong on previous weddings and just make sure you got a plan to stop those going wrong that you already. So the review feeds into the listing of the tasks on DIT feeds into the risk analysis of what might go wrong. So it's so useful to do a review, and it doesn't take long just to quickly meet and do that. So that is Step 10. Make sure you don't forget to do a project review and actually a final thought. If you're managing a project manager, make sure they do the review. Because project managers often try to wriggle out, their work is done. Don't want to talk about the problems. Let's go to the next project and it's almost the job of the manager of the project manager to say, Oy, have you done a review? Where's your review? Could you copy me in? You know, where's your folder? Where you store your reviews and when they go, we haven't really got one. You can say. Well, could you set one up, please? And I want to see a copy of the review of this project that you're just about to finish. So if you're the manager of a project manager, make sure you get a project review. 24. Top 10 Tips - Wrap Up: So there we are. That's what I think of the 10 Communist Project management mistakes. If you could avoid all 10 of those, you will avoid probably 95% of what goes wrong in projects. It will make a huge difference. Don't feel bad if I've caught you out or monitor those pretty much. Every project I look at has some of those mistakes. And it's great because if you now don't make those mistakes, your projects are gonna be so much better. So I hope that's being useful. Avoid all 10 of my project mistakes. 25. Why do these mistakes happen?: I've been thinking about why these mistakes happen on projects, and I started out by saying that projects are difficult. But nevertheless, you know what? Why don't people get project mentioned right? Why did mistakes happen? And I think there are four main reason. And I think the first reason is that people just don't know how to plan projects they've never been taught and they've never been showed it. You don't get taunted at school. I was taught project management as part of my engineering degree, but it was quite badly tour tonight. I didn't really pay attention. Don't while I was a student back then. Anyway, I probably wasn't paying attention properly, So I think a lot of project managers or just dumped in the job or it evolves into a job. Perhaps they don't even call it a project, and they're not called a project manager on, so they don't know how to do it. And I think it's really hard to reinvent the wheel. I mean, this stuff is quite tricky, and it's taken 100 years of project managers really thinking about this to perfect the process, so you'd be amazing if you could reinvent the wheel and dual this out of your own head. So it's not your fault that you haven't seen this stuff before. You know, things like having to do post its before again chart. I mean, that's quite a tricky idea. And even most project management books don't tell you that you must do the post. Its and then the gang chart never jump straight to the gang chart. And quite often people have software that kind of semi runs the project for them, and they don't realize that actually, software is only a drawing tool. Software can't do everything for you. So they rely on the software without really understanding the process. And then they wonder why the project hasn't gone very well. So I would be quite suspicious of software that that claims to do my project management for me. You know, imagine some software that could go. Are you have missed out to tasks or you can't possibly do that in three weeks. It will take four. I mean, I would love some software that does that, but I just don't think it's ever going to exist. Or don't forget. Before you do this task, you must do this task software can't know that. So you have to feed all the information in and in the end, the software is only going to be a drawing tool on perhaps a communication tool. So if you're relying on software to do it for you, then don't you know you have to draw that Gant chart and you have to do the post. It's before that. So I think that's the first reason why projects often go wrong. It's just that people haven't been told how to do it now. The second reason why these mistakes happen is that projects seduce you in and you think, Oh, yeah, it's quite a quick job. I'm getting this new machine so we're just clear a bit of space in the factory. I'll get the electrical guys in to do the wiring, and before you know it, you're planning the whole thing in your head and you don't have a proper plan. And I think it's really it's quite forgivable to be drawn in, and you almost don't realize it is a project until too late, and it's become really complicated, and at that point you should think right. Actually, I need to get shot for this on. It's never too late to plan. You know, Don't think I'll have started now. Even if you're halfway through a project, or maybe you inherit it from somebody else, you could still think, right, Let's just stop on. Let's just do a list of all the stuff we still need to do and let's get it in order. And let's draw it out as a proper Ganesh. So we all know where we are. It's never too late to plan. I think the third reason why these common mistakes happen is that people think I haven't got time to plan, and I've had people say to me, Look, you know, just get on with it. Don't bother with a plan. Just just start buying stuff. Just start digging holes or whatever and that's crazy, isn't it? Because how long will it take you to produce a project plan? And I reckon you can plan a project in a couple of hours. Obviously, it depends on the size of it. If she was gonna put a rocket on Mars, I might spend a whole day doing that plan. But for most projects, all you need really is bit of a brainstorm of tasks. Put him on post its removed them out. It's gonna take probably half a now to get the post. Its in order. Make that into a gang chart that might take another 20 minutes. And I reckon in an hour or two you can get a really good plan, and that's gonna pay back massively throughout the rest of the job. Over the coming weeks, months, even years. It's going to give you less stress. It's going to save you money. It's going to save you time. It's gonna avoid mistakes. So you would be mad not to spend a couple of hours planning up front but haven't haven't got time to plan is a common reason my projects go wrong. And I think the final reason why these mistakes often happen is that sometimes there's nobody in charge of a project. You know, it hasn't Bean named as a project as such. It's just a job that's happening, and everybody's kind of involved in doing bits of it on. There's nobody in charge of making sure it happens, so you know you might be expanding into a new country, and there's probably sales people selling and you know, people redesigning the product to be suitable for the new country. And it's probably somebody in finance working out the costs, and maybe there is no overall project manager on. Then you don't have a plan, and then everything falls apart. So every project should really be listed. And there should be one person accountable not shared between several, because that's going to be messy. There should be one project manager that can only be one. So I would say those are probably the main reasons why these mistakes happen on their perfectly understandable that nobody's fault, really. But the main thing is, now we know what the top 10 are. We can make sure we don't fall for any off them. 26. Congratulations!: Congratulations. You finished my project management course on. I really hope it helped with your future projects for the whole rest of your life. Now, your projects are going to be better, more efficient. They're gonna come in on time, much less stress on. The great thing is about these online courses is that you haven't been to see me once, and you've heard it once. You've now got it forever, and you can rerun these videos whenever you need to. So maybe in a couple of years time, come back and revisit it and just check that you're not making any of those 10 mistakes. So it's great that you've done the course. I really hope you've liked it. Please do Leave me a review, some stars and some comments that helps other people to decide whether this is the course for them. So if you like the course particularly, please do leave me a review. I'd really appreciate that on Lincoln to me as well. Just look for Chris Craft. Be really nice to be to keep in touch, So thank you very much for doing this course. I really hope it's helped. Please do check out my other courses. I've recorded quite a few project management courses. Now, more detail about Gant charts more detail about resource planning, so check those out as well on I hope to See You Again in the future.