The Case for Visual Project Management

VPM Banner

As the speed of business continues to increase, and as focus on an ever growing number of project data points is needed to keep business and project execution in control, new and innovative tools and techniques are required to help busy executives make efficient and effective decisions on where to place investments in money and resources.  Because many of these decisions are made in the moment, using whatever facts are available, executives need timely, data-rich and easy to comprehend information.  Lengthy, text-heavy project document artifacts consume too much time and effort to both generate and review.  New research only confirms that information presented in this manner is both ineffective and inefficient.  The fact is, in order for information to be conveyed most efficiently, it needs to be visual.

Let’s face it, a project manager’s world is already full of data visualizations, designed to transform complex and voluminous data into simple, effective communication tools. Traditional project visualizations such as Gantt charts, work breakdown structures, process diagrams, project team calendars, project stakeholder organization charts, and the like are beneficial in their own way, but they simply aren’t enough anymore.

One of many new customized approaches gaining traction in project management circles today is a concept that presents project-related information in a visual, often graphical, form to improve clarity, visibility and understanding of the scope and operation of the effort.  This “Visual Project Management” approach serves as an additional tool for project management professionals to provide:

  • At-a-glance views of project status
  • Real-time project status tracking
  • Real-time issue management and resolution status
  • Data rich environments for better decision making

Traditionally, project information distribution has been based on “push” methods of communication.  In push-based communication, the sender, typically the project manager, decides the “who, how, what and when” regarding project information flow.  This information is typically delivered in the form of e-mails, status reports, project status meetings, conference calls and in some cases, instant or text-based messaging.  The recipient doesn’t really get a choice regarding whether they receive the communication or not.  Nor do they have a say in what format it is delivered.

Alternatively, more and more information is being made available electronically, meant to be digested when the recipient has the time to review it.  In this “pull-based” form of communication, information is simply posted to a common location, akin to a bulletin board or document library.  The recipient chooses what information they want to receive and when they want to access it.  Most importantly, it allows for an opportunity for the project manager and the project stakeholders to have a conversation about what information and specific data points are most important to them.  Then, leveraging any number of visual thinking tools, the project manager can design the format that most clearly and efficiently serves the stakeholders needs.

The key benefit of this new approach is speed.  Critical project information can be produced, replicated and digested in more effective and efficient ways.  Another advantage visual project management provides is that the information is delivered in such a way that anyone can consume it at a time, place and manner that is convenient to them.

When it comes to improving project communication and collaboration, engaging project stakeholders, as well as visualizing processes, work flows and key performance metrics, Visual Project Management has emerged as one of the hottest new methods for leading and managing projects and this specialized niche within the project management community is having a tremendous impact around the world.

If you’d like to learn more about Visual Project Management, please click <HERE>.

Visual Project Management – Social Media

Social Media

Without question, social media and social networking have been a dominant force in the last decade.  What started with simple online tools to manage personal relationships, has exploded into massive virtual communities and networks designed to exchange data, information and ideas.  They have become an entirely new form of communication, available to anyone with a connection to the internet.  In fact, according to research done by Nielsen, internet users spend more time on social media sites than any other type of site and that the percentage of total time spent on social media increases exponentially every year.[i]

Key to the social media wave has been the creation and sharing of user-generated content.  This new concept has transferred the power of information distribution away from traditional sources such as news outlets and publishing conglomerations, and into the hands and minds of individual people.  Its reach and influence have increased drastically beyond simple social status sharing apps and have become sources of real-time news, e-commerce business platforms and often times require the use of social media management tools that help integrate multiple social media accounts under one master umbrella.

From a project management perspective, the use of these new collaboration and communication tools have the potential to boost productivity, improve learning opportunities, shrink gaps between remote user/sites and potentially even reduce cost.  With these possible gains, however, also come inherent risks in the form of data security and privacy issues, a lack of productive work focus and a decline in physical interpersonal relationships.  These risks need to be actively considered by project management practitioners as participation on certain social media platforms may violate organizational security policies and/or unintentionally expose confidential or protected company information to the public domain.

So how can the use of social media be leveraged to improve project management collaboration and communication?   Here are some examples:

Facebook® (facebook.com)

Facebook is an online social networking platform where users create a user profile, add other users as “friends”, exchange messages, post status updates and photos, share videos and receive notifications when others update their profiles.  Facebook is the largest social network in the world with 1.3 billion active users as of June 2014.

While Facebook is the dominant player in social media, its usage in project management practice is rather limited.  There are, however, a number of specific uses that project managers may find to be beneficial in using Facebook:

  1. Connections with other project management professionals for knowledge sharing and networking
  2. Educational and professional development activity with leading providers, associations and thought leaders
  3. Creation of special project “pages” for posting task completion status, project document artifacts and other project-related information that has been approved for public consumption.

Twitter® (twitter.com)

Twitter is an online social networking service with an estimated 284 million active users worldwide that enables users to send and read short 140-character messages called “tweets”.  Twitter has often been referred to as a “river of information,” with a constant flow of tweets that never stops.  Using this same analogy, users of Twitter are said to periodically wade into this fictional “river,” consuming information as it flows past.

Because this flow of information can be overwhelming, there are a few tools available that focus the consumption of the rapidly changing stream:  Hashtags, Lists and Advanced Searches.  A “hashtag,” noted by the symbol #, is simply a keyword that identifies the subject matter of the tweet.  For project managers, common hashtags include: #pmot (for project management on twitter), #projectmanager, #pmp, #project and #visualpm.  Because the creation and use of hashtags are open to users, some project management teams have created project-specific hashtags to communicate among themselves such as: #AcmeProjectZeus.  Note that tweets and hashtags are public and caution should be used when posting project-related information.

Project teams can also create public or private lists of Twitter users.  Many project managers maintain accounts on Twitter and post valuable information related to the profession.  Creating a list of these users and following their tweets can be a valuable source of professional development.  Lists can be public or private.  While most tweets are public, the aggregation of tweets among members of private lists is only available to the members of that list.   Project teams that wish to communicate on Twitter can form a private list limited only to project team members, stakeholders, etc.  Only one-to-one tweets, known as Direct Messages, are considered private on Twitter.

Finally, using the ‘Advanced Search’ feature of Twitter, users can search content using more advanced conditions such as words, people, places, dates and emotion-based search criteria.  The reader is encouraged to consult the help function on Twitter.com for more information on how to effectively and efficiently use the Twitter social media platform.

Virtual Communities

Project teams, especially geographically diverse teams, can establish an online community using any number of available technical platforms.  These communities allow project teams to share announcements, create team-based calendars of meetings, vacations or key milestones, create team or topic-specific web pages, establish a document repository and participate in forum-like conversations.   Virtual community sites allow project teams to feel more like a cohesive team, with the additional benefit of having a “one-stop shop” for all project-related information and documentation.

Examples of virtual community platforms include:

  1. Google+™ (plus.google.com)
  2. Yammer™ (yammer.com)
  3. Microsoft SharePoint™ (products.office.com/sharepoint/)

Blogging and Wiki Pages

Perhaps one of the original social media categories to be utilized by the project management community, web logs, better known simply as “blogs,” are in wide use both publicly on the internet and privately on thousands of corporate intranets around the world.  Blogs can be used to share information, post status reports or other announcements, facilitate discussions via comments, capture and store knowledge, log change requests and tag blog entries for easy information categorization.

Wiki pages are similar to blogs but add the feature of interactivity and on-the-fly editing capability.  Once a wiki page is created, anyone with permissions to do so can add to or edit the page.  Some project management teams use this functionality like a team diary, where entries on status, progress and key information are stored and then appended to daily, providing a living history of the conversation.  Other teams use wiki pages to document project scope and requirements documentation, as any changes are automatically logged, capturing the editor and the date/time stamp when the change occurred.  Still other teams simply use wiki pages to post and exchange information and facilitate conversations.

Examples of blog and wiki page creation include:

  1. Blogger™ (blogger.com)
  2. WordPress® (wordpress.org and wordpress.com)
  3. SquareSpace® (squarespace.com)
  4. WikiSpaces® (wikispaces.com)
  5. TWiki® (twiki.org)

Podcasting/Vidcasting/YouTube™

These technologies are especially useful for geographically dispersed teams.  Podcasting is the recording of a voice communication and sharing it online.  Podcasts can either be broadcast to the public or made private behind a subscription-based authentication system.  Numerous project management teams have taken to dictating project status reports, recording project team meetings for later playback or distribution to non-attendees, as well as delivering project training via podcast.  As long as the project team members have appropriate podcast play-back tools, the podcasts can be made available to anyone.

Vidcasting is essentially the same as podcasting, except the media is video-based.  This becomes an even more valuable tool if the project team has adopted a visual project management approach.  Vidcasting technology ranges from traditional video recording, to screen sharing overlaid with the video, and beyond to multi-paned/multi-media displays shared with the video presentation. While YouTube is the most popular upload repository and search site for video productions on the internet, vidcasts, or other video-based media, can be stored anywhere and similar sites exist elsewhere on the internet.  Similar to podcasting, consumers of the video media simply need to have appropriate software to view the productions and both public and private options exist.

Additional Social Media Options for Project Managers:

  1. Pinterest® (pinterest.com)
    1. A relatively new option for project management teams, Pinterest is a social media platform that offers visual collection, sharing and search tools. Users create and share collections of visual bookmarks, known as boards. Boards are created when a user selects a page, website, etc. and pins it to a categorized board.  While mostly used to share recipes and interior decorating photos, savvy project managers use Pinterest to share visual project media like dashboards, infographics and other data visualizations.
  2. Document Sharing Sites
    1. While usage of document sharing sites has been traditionally limited by organizational information security policies, a number of sites have tightened up their security measures and offer corporate versions of their services. Document sharing sites like Dropbox™ (dropbox.com), Prezi™ (prezi.com), SlideShare™ (slideshare.net) and others can serve as a centralized, cloud-based location for project documentation and presentations, project management training modules and other project document archives.
  3. Professional Networking Sites
    1. Sites such as LinkedIn® (linkedin.com) or even project management specific sites like pmi.org, projectmanagement.com, projectconnections.com and others provide professional development, networking and self-promotion opportunities. While not typically used on a project-level basis, these sites prove especially valuable when searching for potential project team candidates, consultants or other needed project resources.
  4. Bookmarking Sites
    1. Using social bookmarking sites like Evernote™ (evernote.com) and Reddit™ (reddit.com) allow project team members to tag pages, tweets, posts, blogs and other web-based locations for future reference.

** As always, the reader is strongly encouraged to consult first with their organizational or independent IT and/or information security professionals before making social media usage decisions, to ensure that confidential and proprietary project or organizational information is properly protected

[i] “State of the media: The social media report 2012″. Featured Insights, Global, Media + Entertainment. Nielsen. Retrieved 9 December 2012. and “The U.S. Digital Consumer Report”. 2014-10-02. Retrieved 2014-11-25. www.nielsen.com/us/en/insights/reports/2014/the-us-digital-consumer-report.html

 

Updates on Project World East Conference

For those of you who are joining me (or still considering it) for the ProjectWorld & World Congress for Business Analysts East Conference being held at Disney’s Grand Floridian in Orlando, Florida…we’re down to only 10 short days until the start of the conference!

Here are a few updates:

  • One of the cool, new features added to the PW East conference this year are the working lunch round tables.  I am excited to share that I will be hosting a table on Tuesday, March 24th from 1p to 2p.  The main topic at the table will be, what else, Visual Project Management, but I’ll be happy to field any questions or facilitate any discussions related to general PM practice, PMOs, alternative project/portfolio governance structures or any other topic you’d like to bring up.  This should be a fun way to network, learn and pick up a few great tips!  I haven’t received any details about how this will all work yet, but I’m sure we’ll hear more at the conference.
  • For those of you still on the fence about attending the conference…here are two last attempts to get you to sign-up:
    • The FINAL “early-bird” registration discount ends next Friday, March 20th.  You can save $100 off registration if you hurry!
    • Also, don’t forget to use my speaker discount code to save an additional 20%!

pweastbanner

  • Finally, I am going to be bringing down some hardcover copies of Visual Project Management to hand-out (no charge) after my presentation…so please attend my session and don’t be afraid to ask a question at the end!

I’m really looking forward to meeting all of you who follow the blog and will be in attendance!  See you in about a week!

Project Management and the C-Suite, An Infographic

Project Mgmt and the C-Suite

Visual Project Management – EVM with Tolerance Limits

evmlogo

This post assumes the reader knows something about the Earned Value Analysis method.  For those who might need a quick refresher, please consult page 217 of the fifth edition of the Project Management Institute’s Project Management Body of Knowledge (PMBoK) or any number of web-based resources.

Put simply, EVA is a technique for reporting project performance using quantitative data, where Earned Value represents how much of the budget and schedule should have been spent with regard to the amount of work actually completed to date.  The data may be presented in numerical (formulaic) or graphical (visual) format.  Additionally, earned value analysis continuously measures project progress throughout the planned life cycle of the project, provides forecasts for likely project completion and can identify potential problems in schedule and/or budgetary performance early enough to take corrective action.

earned_value_s_curve

An alternative method for charting earned value that has attracted recent attention in the visual project management community is a concept known as tolerance limiting.  This tool is traditionally used in quality control circles to represent the limitation of values between which measurements must lie if an item is to be considered “acceptable.”

EVC-Tolerances

In the chart above, the three lines that parallel each other represent the cumulative planned value (middle line) and the corresponding upper and lower tolerance limits.  Unlike usage of this concept in quality control circles, the limits are not based on statistically-driven guidelines such as standard deviations.  Rather, the upper and lower limits are manually established by the project management office (PMO), project leadership team or key stakeholders based on risk tolerance, acceptance of minimal variation expected in project execution and other factors as determined by the appropriate governance body.

Think of tolerance limits as guardrails within which the project is expected to perform.  If either the actual cost or earned value eclipse these tolerance limits, it serves as a trigger point to alert project leadership that the project has deviated from the plan to an extent that certain action(s) must be taken.  Sometimes that action is nothing more than to raise awareness, while in other circumstances, it requires additional analysis and/or mandatory meetings to review and discuss options for getting the project back on track.

The key advantages of placing tolerance limits around earned value-based project performance indicators are two-fold.  First, and similar to standard earned value charting, it provides an easy to understand visual representation of project performance rather than trying to make sense of numbers and formulas.  Secondly, it provides a mechanism to pause project execution in the event that the actual performance exceeds pre-determined action thresholds.  This provides the project leadership team with the opportunity to take corrective action before the issue gets further out of hand.

The use of EVA graphing tools in project management practice, along with over twenty-five other visual project management communication concepts, is explored in greater detail within Visual Project Management, now available to interested readers!

 

Project Management *is* Strategic Execution

word cloud - strategic planning

The theme for this month’s Harvard Business Review is Strategy or, more specifically, strategic execution.  In support of this month’s theme, Donald Sull, Rebecca Homkes and Charles Sull co-wrote an exceptionally good article, “Why Strategic Execution Unravels and What to do About it?,” that made me stop and think about the tremendous role and impact that project management has on the success (or failure…) of executing organizational strategy. Additionally, the article mentions a couple of visual project management tools that are worth mentioning, which may increase the odds for successful outcomes.

Simplistically speaking, strategic execution is really the sum of two distinct processes: strategy development and strategic implementation.  Strategic Development involves analyzing the competitive environment in which the organization operates and then making a series of decisions about how the organization will best position itself to compete in the marketplace. This initial process ends with a series of goals or objectives for the organization to pursue, along with metrics to ensure that progress is being made. Strategic Implementation, on the other hand, involves making decisions regarding how the organization’s resources (i.e., people, processes and systems) will be allocated, aligned, prioritized and mobilized towards achieving the identified goals and objectives. Successful implementation is well planned, communicated, aligned from top-to-bottom, monitored, controlled, managed and effectively rewarded.

For those of us who live and breathe project management, that last sentence should sound awfully familiar. Successful project execution also results from activities that are well planned, communicated, aligned from top-to-bottom, monitored, controlled, managed and rewarded.  While not all strategic goals will require formal project management to succeed, nor will all projects necessarily align with strategic intent, the underlying point of the article is that strategic execution greatly benefits from effective and efficient project management approaches and discipline.

What does project management bring to strategic execution?

  1. Portfolio Management
    1. Organizes executive-level strategic direction into portfolios of project-based work; each prioritized, sequenced and resourced appropriately
  2. Governance and Oversight
    1. Provides a methodology for tracking actual vs. estimated work effort, delivery of anticipated outcomes, budgetary and performance metrics, benefit realization and milestone-based funding gates
  3. Project Management
    1. Recognized standard methodology and approach to organizing, planning, monitoring and controlling task-based work designed to deliver a specific outcome
  4. Resource Management
    1. Track and report on organizational resources (CapEx, OpEx, Labor) allocated to the strategic plan
  5. Communications Management
    1. Information collection, formatting and dissemination from a “single source of truth”

One of the interesting things the HBR article calls out regarding this topic is that, despite all of the planning, methodology and process steps that take place before executing on a strategy via project management, “no Gantt chart survives contact with reality.”1 That’s true!  Only within PMP exam questions do projects run perfectly according to plan.  Successful execution of project-based work rarely follows the “happy path.”  Project managers must be nimble in their ability to adjust course as facts, results and market changes dictate.  Additionally, appropriate mitigation plans to known, expected, and even unexpected issues and risks will help to smooth out impacts that change, both good and bad, may bring to the life cycle of the project.

Finally, the article also references a couple of visual tools that help with strategic execution:

  • Balanced Scorecard
    • Typically a structured report or dashboard leveraging visual design and automated data management tools
    • Used by executives and managers to track and manage execution activities aligned to strategic goals
    • Focused on only a small, easily manageable number of data points that are typically a mix of financial and non-financial metrics
  • Strategic Road Map
    • A timeline-based plan that aligns strategic goals, across many time horizons, with specific action plans, projects and/or technologies that will deliver upon the defined goals
    • Uniquely powerful, visual-based collaboration and decision support tools that align technology choices to business objectives, govern project selection, and guide project portfolio prioritization discussions

I’d strongly recommend this article, along with the rest of the HBR March 2015 issue, for project and portfolio management professionals.  Lots of great professional development “nuggets” in there!

The visual tools referenced in the article, along with over twenty-five other visual project management communication concepts, are explored in greater detail within Visual Project Management,  now available to interested readers!

SIDENOTE:

The authors of the article also hit upon a specific point regarding the struggle that organizations have “disinvesting” from strategic initiatives.  Changes in strategy can alter project portfolio prioritization decisions or shift resource allocations.  Poorly performing projects may have unintended and/or negative ripple effects across other initiatives in the portfolio or overall strategy.  When do organizations “cut bait,” eat the sunk costs and move on?  This is something that all project management professionals struggle with at some point over the course of their career and will be the topic of a future blog post.

1  https://hbr.org/2015/03/why-strategy-execution-unravelsand-what-to-do-about-it

Visual Project Management – Infographics

InfographicHeader

Information graphics, more commonly referred to as ‘infographics,’ are graphical representations of data and information.  They are created to communicate a concept or tell a story in an easy to comprehend and memorable visual format.  Infographics represent the end product of the previously discussed larger field of study known as data visualization, which leverages the brain’s natural ability to visually capture and neurally process images and patterns for better understanding of complex and/or disparate data sets.

Infographics have existed for hundreds of years in various forms or another.  Early usage was typically limited to collections of statistical graphs and charts within publications such as an almanac, atlas or encyclopedic works.  Infographics really caught on within the newspaper industry where they were (are) commonly used to show weather data, depict statistically-driven map displays known as cartograms, or publish polling results, along with more traditional visual representations of statistical data such as charts and graphs.  A great example of newsprint usage of infographics is the daily ‘Snapshot’ that the USA Today™ uses to articulate current events or visually represent survey results.

project-management-methods

With the explosion of data sources available on the internet, inexpensive graphical design software, low cost (or even free) mobile apps and vast audiences available via social media, infographics have experienced a sort of renaissance in the past few years.  What used to be the sole domain of graphical designers in news rooms or design shops has now been made available to the general public.  These days, anyone can be an infographic designer.

The use of infographics in project management practice is rapidly increasing as more and more project managers seek to communicate project status, performance metrics and complex information in a format that is quickly and easily digestible by their harried stakeholders, sponsors and oversight bodies.  Some of the more traditional project management documents artifacts that are being re-designed into infographic-form include:

  • Project Status Reports
  • Project Process Checklists
  • Project Deliverable/Key Milestone Checklists
  • Project Marketing Materials
  • Project Stakeholder Briefings
  • External Stakeholder/General Public Communications
  • Project Risk Mitigation Plans
  • Project Scope Definition Awareness

watsam_infographic_-_aprile_2014

As the concept of visual thinking and the use of infographics continue to build momentum among the greater project management practitioner community, an increasing amount of traditional document artifacts and communication methodologies will take on a more infographic look and feel.  The frenetic pace of business and the changing model of project oversight place increased demands on the project manager to communicate in a more concise and efficient manner, and infographics certainly appear to meet those criteria.

The use of infographics in project management practice, along with over twenty-five other visual project management communication concepts, is explored in greater detail within Visual Project Management, a recently released publication by Paul R. Williams, and now available to interested readers!

Visual Project Management – Project “War” Rooms

WarRoomPhoto

Whether they are called war rooms, situation rooms, command centers or mission control rooms, centralized and purpose-built project meeting spaces provide a dedicated location for project teams and stakeholders to co-locate and visually communicate the activities associated with the execution of critical projects.  The idea of a war room is to physically gather an entire project team into a ‘single location’ to facilitate communication, problem solving, risk mitigation and status reporting.  The single location can be physical, virtual or some combination of the two based on the specifics of the organization’s business structure and/or resource model.

Modern day corporate war rooms are modeled after military command centers set up during World War II. The use of these rooms significantly aided military and political leaders by providing a centralized location for fact-based knowledge sharing and well-informed decision-making.

While not focused on winning an armed conflict (thankfully!), project management war rooms provide much of the same knowledge sharing and decision-making benefits of their military counterpart:

  • Direct, as-needed, verbal communications between team members rather than a reliance on phone conversations, emails or the need for separate meetings
  • Heightened sense of team commitment, togetherness and feeling of shared responsibility
  • Complete focus on the effort and its end-goal rather than “business-as-usual” or daily operations
  • A controlled, single-source hub of information for leaders, contributors, stakeholders and interested lay-people
  • Increased awareness of performance or other important metrics

In a nutshell, the Project War Room is essentially a room-sized communication tool.  Everything in the room is visible to anyone in the organization.  Project team members, who work in the room for the duration of the project, call it home.  They can also see and hear what everyone else in the room is working on, which creates a self-sustaining culture of accountability.  Project stakeholders, who visit the room on a regular basis, can quickly get up to speed on progress, current status and any issues that may be facing the team.  This allows them to engage and participate immediately, rather than waiting for a dedicated status meeting.

War rooms serve as a controlled source for communicating important project information that may include posting of change notices, requests for immediate actions/decisions or general status updates.  These communications also typically include data visualizations of key performance metrics such as budget, schedule, issues, risks and overall project health.  The main goal of any project war room is to communicate effectively enough that anyone unfamiliar with the project should be able to grasp the status of the project rather quickly after entering the room.

Project War Rooms, along with over twenty-five other visual project management communication concepts, is explored in greater detail within “Visual Project Management,” a recently released publication by Paul R. Williams, and now available to interested readers!

Visual Project Management – Mind Mapping

By far the most popular visual thinking tool in use today is Mind Mapping.  A mind map is simply a diagram used to visually organize information.  The majority of mind maps are simple, handwritten documents used to capture notes, ideas, thoughts and comments during meetings or planning sessions.  Many software packages have also been developed to convert handwritten notes into a more presentable format or to facilitate the capture of ideas in real-time.

Mind mapping uses specific visual imagery and parent-child relationships to capture and organize “strings” of thought.  Each thought captured is likely to trigger additional associations and thought patterns, spurring yet another string of thought.  At the center of the map is the central theme, or the base concept that is being considered.  Radiating out from the central theme are the major ideas directly related to the central theme.  Additional sub-ideas can branch out from the major ideas as needed to organize the concepts and their relationships.  A simple mind map is shown here to help the reader visualize these relationships.

MindMapExampleOnlineWebStore

(Click Graphic To Enlarge)

Employing the mind mapping approach within the world of project management makes absolute logical sense.  Project managers are tasked with the organization of large amounts of project-related data points and ordered lists.  While these data points, lists and other information are all related to the overall management of a particular project, they are not all structured, classified or utilized in the same manner. Because mind maps lend themselves so easily to organizing different categories of data and information quickly, orderly and visually, they have become an incredibly popular tool among project management professionals and provide additional key benefits that include:

  1. An ideal framework for documenting Work Breakdown Structures
  2. Easily documenting in-scope and out-of-scope items
  3. Organizing project resources, roles and responsibilities
  4. Organizing project notes in a centralized location
  5. Listing key project milestones, deliverables or other goals set by the project stakeholders
  6. Serving as an “parking lot” for keeping meeting agenda topics, change requests, scope clarifications and other discussion points for future use or reference

xmind-163509-xtssx-1262249300987

Mind maps are also very useful in briefing new team members on the project.  When a new team member is assigned to the project, the map will provide a picture of the overall project goals, bringing them up to speed very quickly. They can instantly see, via the graphical overview of the tasks and other pertinent project information, how all of the data points on the map interrelate, including importance and impact, within the greater scheme of the overall project.

Mind mapping, along with over twenty-five other visual project management communication concepts, is explored in greater detail within “Visual Project Management,” a recently released publication by Paul R. Williams, and now available to interested readers!

2015 ProjectWorld East Update

As promised in my previous post about attending Project World East at Walt Disney World in Orlando, Florida from March 23rd-24th, I have received a 20% speaker discount code for those interested in attending.

pweastbanner

Please make sure you use the discount code: PWEASTPW when completing your registration to capture the 20% discount.

Looks like a GREAT agenda again this year, and I’d love to meet followers of this blog during the conference!

Hope to see you in Orlando in March!