As I’ve previously mentioned, I’m managing a product development project for a medical device start-up. I’ve been managing medical device product development projects for nearly ten years. However, I’ve learned more about project management from this effort then from any other project. Some of the “lessons” have been reinforcing, while others have been new:
- Communication, communication, communication! I’ve always known that communication is the single biggest factor in managing projects. But it’s so easy to get complacent and fall back on tools such as email and Gantt charts. The start-up is a virtual company. We rely on multiple suppliers constantly. Expecting feedback and updates to come to the project manager can be disastrous. I’ve learned to pick up the phone or go visit suppliers early and often.
- Gantt charts may not always be the best project management tool. Project managers need to have an arsenal full of practical project management tools. What works well for one project and team may not work well for the next. Historically, I’ve relied heavily on the use of Gantt charts for project tasks, activities, and schedule. I realized mid-stream on this current project that a Gantt chart was ineffective for this team. I decided to approach the product development efforts differently. I started with the end milestones and worked backwards to identify the critical path tasks and relationships. I thought I invented a new tool but found out my “novel” approach is basically a PERT chart.
- Micro-managing is sometimes very necessary. I don’t like to be micro-managed and in turn try not to micro-manage my projects. However, some of this project’s resources perform better when micro-managed. The key has been continually adapting my approach and style with all the project team members. Each resource has required a slightly different tact and approach.
- Teams don’t always have super-stars. It’s my belief that a start-up company needs to have as many super-stars as possible. This just isn’t practical or possible. Regardless, a project manager needs to learn very early in a project what the team members’ capabilities are and utilize their strengths and reinforce their weaknesses as best as possible.
- Share the bad news as early as possible. Every project will have its share of bad news and disappointments. This project has certainly had more than its fair share. When things go bad, and even if there is a possibly they will, share this news as soon as possible with the stakeholders. They absolutely want to know promptly. Avoidance is not an answer. Trying to mitigate and correct on your own is not a good idea either.
- Admit your mistakes and shortcomings. I’ve tried to fool others from time to time in my project management prowess. Not a good idea. We all have weaknesses and face situations we do not know how to solve. Admit it.
- Don’t rush to make decisions. Often project schedules are tight and urgent. When a dilemma comes up, don’t rush into making a decision. Think about it. Share the concern with others. Determine the options. Make informed decisions.
I could go on and may during another post.
