It is a challenging job to run a project itself. And now you’ve got to do that for a team that doesn’t operate in the same place as you do.
COVID-19 has changed how we function profoundly, and there is an entirely different collection of challenges to tackle when it comes to project management.
In this article, while handling projects, we’ll share the best practices that Creately follows.
Project management process:
The life cycle of project management comprises five stages: implementation of the project, preparation of the project, implementation of the project, control of the project, and project closure. In our Guide to Understanding the Project Management Lifecycle Processes, we have discussed these phases in detail.
- Assessing the worth of the proposal and its viability
- Identify the project stakeholders
- Identify project deliverables
- Defining the project’s intent and specifications
- Defining the project priorities and the reach of the project
- Layout what needs to be done and build a framework for a task breakdown
- Build progress charts showing the main achievements and product roadmaps detailing the trajectory of the project
- Estimating and allocating the resources available and bringing together a capable team
- By defining the potential risks and detailing the measures to reduce them, develop a risk management plan
- Build a communication plan that defines the stakeholder relations policy
- To ensure that everything works inside the budget, do a cost analysis
- Develop process diagrams that detail the actions that the team must take to accomplish each milestone.
- Hold a project kickoff conference where the workflow maps, milestone maps, etc., can be worked through.
- Share project feedback with stakeholders and, if necessary, hold status meetings
- Track progress and update project schedules and adjust project plans if necessary.
- Monitoring the progress of the project and explaining the status to stakeholders
- Rely on KPIs, such as sticking to the timetable to manage the budget to measure the progress
- The directions to improve the efficiency of the project team
- Release and distribute the initiative’s money, plus what is left of the budget for future projects.
- Assessing the project’s progress and discussing the results with stakeholders
- Evaluate the staff’s efficiency and brief them on where to develop and acknowledge them for their progress.
- The formal termination of all workers recruited for the project
- Establish a roadmap for the team to complete the activities that were not accomplished during the process.
Flexible hours, flexibility to work from anywhere, more time to spend with friends and relatives, no wonder 99% of remote employees agree that for the remainder of their lives they would prefer to work at least part of the time remotely.
It is not just remote workers who enjoy the advantages, either. Increased efficiency, less time spent, and decreased overhead costs are seen by businesses promoting remote employment.
It can be fantastic to operate remotely, but it also introduces a whole different range of challenges. High-quality tasks still need to be completed on budget, but as teammates are scattered across the globe, work scheduling is challenging. Teams can’t crowd into a meeting room, so they do need real-time opportunities to communicate. Teammates need to build relationships and get along with each other, but it’s easy to feel out of the loop.
Scoping out concept suggestions and prioritizing them:
There is a better time for small teams working in the same place to select which tasks, features or bug fixes to focus on. Everybody knows what other members of the group are doing and acknowledges the highest importance of the job.
However, teamwork and prioritization are getting more complicated as the organization expands to involve several dispersed teams operating in various time zones. For remote-first groups, gathering and exchanging insights and client input, prioritizing the feedback, and assigning work are all feasible. Still, it requires a more concentrated effort than co-located teams.
Collecting feedback an ideas:
When you come up with proposals for future initiatives, openness should be at the forefront. Inviting users to submit suggestions lets you recognize patterns, make changes that clients actually need, and share what you’re working on creates confidence and tells users that their needs guide your project choices.
Let anyone submit ideas: Allow everyone to submit feedback and reviews to the project; team members and clients alike should be welcomed. For starters, Hotjar has a publicly available Suggest a Feature tool for contributing ideas to its clients. These suggestions may be everything from landing page updates to new product capabilities, ideas for blog entries, smartphone app changes, and upgrades to internal processes.
Plan around themes to overcome the paralysis of decision: Too many, before making a decision, often customers get confused, and then they do nothing. Why is this happening? Learn ways in which companies can use lessons in behavioral economics to make customers commit to new actions.
IT’S a behavior that both businesses and decision-makers know too well: Many consumers—even committed ones—don’t follow through on making decisions or taking action, like choosing a health care plan. Anything occurs along the way, even though the outcome of making a decision is definitely in their best interest.
Ask open-ended questions: Typically, posing broad questions leads to more useful reviews and actionable perspectives that you can use to direct your project choices. Figure out has some valuable tips on the internet about open-ended questions.
Share your product roadmap: Having an open plan helps ensure that remote team members are still on the same page for what comes next and that new features excite both staff and consumers. Inside the company, you can keep the roadmap confidential, or you could share it publicly, as Trello or Hotjar do with their product roadmaps.
The “Do” cycle:
Until a few years ago, at Doist (bureaucratic procedures are not in our team’s DNA), we did not have a systematic project management process. However, we began playing with what we called Doist Goals, or DO cycles for short, based on the product team’s ideas at Spotify.
Every DO cycle is a four-week sprint based on a single project, a product feature, landing pages, or a potential feature discovery. We appoint a temporary, cross-functional team to each DO, which we call a group, led by a squad chief.
We usually have four to five independent DO ventures running in tandem. Most projects are finished in one DO cycle, but some larger projects can require two or even three DO processes to finish. When the squad hands over the deliverables, releases the function they are creating, or ends their discovery, the project is complete, so new squads are assembled depending on each DO’s needs.
Prioritization and mission assignment through remote teams:
Create a system for prioritization: Stop letting the feature decisions be determined by HiPPOs (the highest-paid person’s view) or gut reactions. Build a systematic approach for assessing viability, capital, and consumer effect instead. For more information on prioritization schemes, check out this article from Planio.
Make time for quick wins: For the occasional bug patches and delays that crop up, make sure you set aside a little more time in each project cycle.
Don’t prioritize every bug: Leave vulnerabilities for a later period because a problem prevents the product from running with many users or damages customer records.
Let the final decision clear: When you appoint a DRI who has the definitive voice in project decisions, you avoid conflict if members of remote teams do not know what they can focus on.