A SIMPLE APPROACH TO

PROJECT
MANAGEMENT
FOR ANY BUSY PROFESSIONAL

What is Project Management?

By definition, project management is the process and activity of planning, organizing,

motivating and controlling resources to achieve specific goals. However, at its core,
project management is much more. It is the ability to transition from a pure functional role
to a practice that is deeply embedded in an organizations strategic initiatives. Today,
companies are becoming more and more project focused. In fact, many companies
directly correlate successful project management to the success and growth of their
organizations.

A 2012 survey on the current state

of project management by Price
Waterhouse Coopers showed that
94 percent of respondents agreed
that project management enables
business growth1.
An effective project management strategy can make or break a company.

Who is a Project Manager?

Currently, there are more than 600,000 Certified Project Management Professionals (PMP) worldwide, but by

all accounts, there are millions more who perform project management duties in their day-to-day job functions that
dont bear the title of PMP. Project management occurs at every level of every organization, regardless of industry or

profession. Todays business professionals, whether you sport the official title of project manager or not, are expected
to take on a wide range of responsibilities and wear a number of different hats to get the job done. In fact, a majority of

todays workforce is responsible for managing multiple projects that are often occurring simultaneously, and many are

doing so with little or no formal project management training. For these organizations, taking a non-technical approach
to project management can help in a number of different ways.

A Simple Approach for the Everyday

Project Manager

It is imperative that professionals who manage projects regularly and project managers who are not certified or everyday
project managers understand the value of using a simple, practical approach that will help them effectively work on and

manage projects successfully. However, before outlining how everyday project managers can effectively organize and
execute a project, it is crucial to identify the hurdles these managers face every day.

Training

Most everyday project managers

have not been taught a project

Hurdles for
everyday project
managers:
1.
Time

Most everyday project managers

feel overwhelmed by too much to

do and therefore are unable to

make the time to do the necessary

management process that is

2.
Assumptions

Everyday project managers, like all

of us, do not know what they do not

know. They need the right tools in

order to recognize faulty assumptions

that can negatively impact their

applicable to their types of projects.

If they have been exposed to project

management training, it is either in

Microsoft Project (which many find

overwhelming) or through project

management templates that are too

involved for their level of projects.

projects, productivity and success.

planning. However, planning

will eliminate stress and missed

deadlines throughout the duration

of the project.

3.

1
Timing Is Everything

The struggles of everyday project managers are deeply rooted in how these managers spend their time. More often than

not, everyday project managers site lack of time as the reason for not being able to accomplish key project milestones
that lead to successful outcomes.

For a clearer understanding of how people manage time, it is helpful to look at Stephen Coveys Time Matrix, which
was made famous in his book, The Seven Habits of Highly Effective People (see exhibit 1). The Time Matrix asserts
that all the events that make up our lives fall into one of the following four quadrants:
Quadrant 1: Situations are both urgent and important. Urgency is
defined as requiring immediate action and importance is related
to how much we value something.
Example: An accident. If we see an accident, it is important that
we stop what we are doing and take immediate action. Not only
is it important, but it is also urgent that we respond quickly. More
examples include project crisis, working on something just
before it is due and putting out fires at work.

Quadrant 3: Situations have a low sense of importance and a

high sense of urgency.
Example: A ringing telephone. The ringing creates a sense of
urgency and looking at the caller ID tells us how important
the call is to us right now. From there, we decide how to act
by answering the phone or letting it go to voicemail. Much of
our workday is filled with Q3s like unproductive meetings,
an influx of e-mails, unimportant phone calls and minor
interruptions.

Quadrant 2: Situations have a high sense of importance and a

low sense of urgency.
Example: Taking care of oneself. It is important to eat well,
exercise and get enough sleep. Yet many people only take care
of themselves when there is a problem (when it becomes a Q1).
Being proactive and taking care of situations in a timely manner
is acting in Q2. This is the quadrant of leadership. It includes
situations such as planning, prioritizing and preparation. Project
management techniques and processes are Q2 activities.

Quadrant 4: Situations are low in importance and low in urgency.

Example: A friend who dislikes their job and complains
about it every time you see them. At a certain point, listening
to their complaints without them taking any action is a waste of
time. Q4 is the quadrant of waste and excess and includes
situations such as too much socializing at work,
procrastination and busy work.

When asked which quadrant we should be spending

Exhibit 1: The Time Matrix2

URGENT

NOT URGENT

IMPORTANT

Crisis
Pressing problems
Emergencies
Deadlines

Preparation
Prevention
Planning
Relationship building
Values clarification

NOT IMPORTANT

our time in, people readily answer: Q2. When asked

Needleless interruptions
Some meetings
Other peoples minor issues

Trivia, busywork
Time wasters
Escape activities

which quadrants we actually spend our time in, people

hesitantly confess: Q1, Q3 and Q4. The truth is that we

spend time in all four quadrants. However, the more

time we spend in Q2 (where the situation has a high

sense of importance and a low sense of urgency), the

less time we are forced to spend in the other quadrants.
It is especially clear that if project managers spend

more time planning in Q2, they will have fewer fire-drill

situations. Unfortunately, it is sometimes difficult to put
this into practice.

Understanding What Is Happening

Even with a solid understanding of the time matrix, it is not always easy to spend the majority of your time in Q2. For
example, lets take a look at what happens when a Q3 situation (low sense of importance and a high sense of urgency)
arises.

It is the end of the workday; you think you will be heading home at a reasonable time. As you are packing up, your

manager comes by and says, I have to have this report on my desk first thing tomorrow morning. You drop everything,
stay late and get the report done. The next day you catch your manager around noon and ask, Did you get the report?
Have you looked at it yet? and he or she says, I have not had a chance yet.

So the question becomes: why do people create a sense of urgency over something that really is not that important?
There are a variety of reasons, including:
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it makes them feel important;

it becomes a habit and is often part of the organizational culture;

because they can get away with it;

because they are disorganized; and

because they dont trust the person they are asking to do the work.

The last reason tends to be the most common. But why would someone not trust that a coworker would get their work
done? Often times if we tell someone we need a report by Wednesday, it might not show up until Thursday. Therefore,
we tell people we need it right now so the request will not slip through the cracks. Unfortunately, we do this too often.

There are also many other ways we fall into less productive quadrants. For example, imagine you just got out of a

meeting; you have five action items that need to be done ASAP. Before doing so, you notice 10 emails that need to be

addressed right away. Then the phone starts ringing, people come by your desk, there is another meeting to go to and

then it is suddenly the end of the workday. How do you feel when this happens? Overwhelmed, exhausted, stressed? In
reaction, we typically shut down, procrastinate and delve into Q4 busy work and low-priority items.

On an average, 24 percent of U.S. workers waste about an hour a day, which equates to:
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5 hours per week;

20 hours per month; or

one and a half months per year.3

It is a never-ending cycle, bouncing from one crisis to the next, wasting more time without verifying the validity of the

problem. To that end, when project managers do not understand how to effectively manage their time, their workday
does not end after eight hours. Coming in early, staying late and checking emails while off the clock becomes the norm.

Since crucial things are not getting done during work hours, they must be done during personal time and this can have
a negative impact on your life and health.

2
Avoiding Pitfall Assumptions

Now that we have discussed what is happening and why it is happening, we need to identify the problem and provide
a solution.

The Problem:
In our society we tend to reward people when they are operating in Q1 (the quadrant of crisis) and give lip service to
those operating in Q2 (the quadrant of leadership).

Some of the long-term consequences of spending too much time in Q1, Q3 and Q4 and not enough time in Q2 include:
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Burnout, stress, turnover, poor quality (Q1)

Stress, frustration, anger, sense of being used, resentment (Q3)

Laziness, boredom, lack of fulfillment, unemployment (Q4)

Some of the long-term outcomes and results of spending just a little time in Q2 include:
n

Productivity, increased control, balance, being proactive, more energy, greater success, better relationships, less
stress, fewer Q1 crises

The Solution: A Phased Approach

In order for a project manager to successfully leverage project management processes, it is crucial to understand the

value of planning. Spending as much time as possible in Q2 planning will naturally decrease Q1 crises. The first step is

identifying and effectively managing Q3 interruptions; the second step is knowing how plan in a way that is simple. By

breaking down project management into four easy-to-implement phases, an everyday project manager can accomplish
these goals.

Phase I: Initiation

Pitfall Assumption: I have been told everything I need to

know in order to complete this project.
The initiation phase is generally a clarifying phase. In this phase, it is important not
to make faulty assumptions that will hurt the success of the project. For everyday

project managers, the trouble often begins when one person initiates the project
and they are then brought in to execute that project. The danger is jumping

into the execution phase without clarification or planning; this often happens
if the project manager assumes they have all the information and is already

stressed by an overload of other work. However, by eliminating assumptions

and understanding the importance of planning, a project manager can go from overwhelmed to in-control.
So, at the onset of a project, do not assume any of the following:
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I have all the information needed to begin the project.

The stakeholders have told me everything I need to know.

The stakeholders and I have the same understanding of the project.

I should not ask too many questions at the risk of looking stupid.

The constraints of time and resources have been set and are inflexible.

I cannot ask for more time, money or resources because I will not get them.
There is not enough time to ask questions and to do planning.

Now that you have rid yourself of false assumptions, it is time to gather the necessary information from your stakeholders.

Some project managers feel intimidated by this step because they think they should know what the stakeholders want in

advance. However, gathering the right information so a project goes smoothly is very important and your stakeholders
will respect that.

List out the questions that need to be answered at the beginning of the project, draft an initial copy of the scope

statement and then discuss it with your project sponsor so everyone is on the same page. Make the document simple,
preferably something that takes 20 minutes or less to complete. Document answers to these questions in writing.

Documentation will help you understand what you know, what you do not know and what you assumed. Also, keep in
mind that everything is relative so scoping a project is usually proportionate to the size of the project; smaller project
equal shorter scoping time, larger projects equal longer scoping times.
Suggested Key Scope Questions:
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Who Who are our stakeholders? Who will use/buy the project?

What What are we doing? What are our deliverables and requirements? What are the must-haves, nice-to-haves and

must-not-haves? What are the constraints in relation to our time and resources? What constraints do I have to work
within?

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When When it is due? How much flexibility is there with the deadline?
Where Where will it happen? Within the US or internationally?

Why What is the justification for the project beyond the because I said so?

How How will success be defined? Please do not confuse a deliverable with success.

Phase II: Planning

Pitfall Assumption: This project should not take very long to

complete.
The greatest pitfall in the planning phase is the assumption that the project will
not take long to accomplish. This is compounded if phase one was performed
incorrectly or not done at all because the timeframes are then based on

incorrect information. Therefore much of the project may have to be redone to

accommodate scope creep that should have been identified during the scoping
of the project.

To avoid this, do not overlook the following during the planning phase:
1. the multitude of small details that make up a project;
2. all the interdependencies of tasks; and

3. the other work that team members must continue to do in addition to this project.
Every project is a lot of work, but resist the urge to put it off until it cannot be put off any more or until it becomes a Q1

situation. As the project manager, it is helpful to break planning into two separate steps in order to see the true scope

of the project. Remember, even as deadline pressures set in, the brainstorming process is still crucial. By skipping this
step, you can miss the details that create realistic timeframes. Tools such as mind mapping, fish boning and post-it
brainstorming can be helpful for people to see what is needed to accomplish the project.
In the planning phase, make sure to:
1. brainstorm of all the tasks; and

2. create some type of a formal work breakdown structure (WBS), i.e. a Gantt chart.
Remember, do not use a Gantt chart to put together a project plan without any brainstorming. You and your team will
realize later that there were many steps or dependencies that were never identified. This can lead to big problems

when management expects you to manage the project according to the Gantt chart, which is actually incomplete or

erroneous. This makes the brainstorming phase even more crucial in order to avoid unrealistic expectations or blame
from management for not accurately informing and adhering to the timeframes.

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Phase III: Execution and Control

Pitfall Assumption: If they would do what they are supposed

to, I would not have problems.
For everyday project managers, we have combined the execution and control
phase of project management. To ensure this phase goes smoothly, the
initiation and planning phases that come before as extremely important. If

faulty assumptions are made in phase one about the scope of the project and
additional assumptions are made during phase two about timeframes, phase
three is where all those problems will come to light.

In this phase, in order for your colleagues and subordinates to accomplish what

is asked from them, there needs to have been clarity from the beginning of the project. Carefully executed initiation and
planning will prevent scope creep and in turn eliminate unnecessary stress on the project manager and the project

team. If the everyday project manager uses these simple, practical project processes they are able to take charge,
making this phase a lot more manageable.

Phase IV: Closing

Pitfall Assumption: The project is finished; lets get started

on the next one and not look back.
Many project managers are so happy to be done with a project that they turn it
over and quickly move on to the next. The pitfall assumption here is that there

is not enough time to review the lessons learned. Also, it is difficult to really

analyze a project if the project manager and project team does not have a solid
understanding of the project management process.

However, once the everyday project manager understands the condensed

version of project process discussed in this paper, it is much easier to identify what worked well and what went wrong.
Reviewing the project and identifying the wins and misses can make the next project more successful and less stressful,
which is something everyone wants.

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3
Why Training Matters

Training Resources

While learning how to better use your time and what pitfalls

to avoid is of the utmost importance, training is still a key

requirement for any project manager. We already know that
most everyday project managers have not been taught a

project management process that is applicable to their types of

projects, and if they have been exposed to project management

training, it is often confusing and too complex for their needs.

So what is the solution? Finding a course that is tailored to the
needs of these types of project managers is truly the key.

Corporate Education Group (CEG) offers a course called

Project Management for Everyone: A Non-Technical Approach
that is designed provides a general introduction to project
management and essential time management techniques that
can benefit both newly minted project managers and any busy

professional looking for effective ways to better manage their

daily workload. You will learn how to increase productivity,

reduce stress and build confidence when you gain control of
your projects and your project team.

Well-managed time and elimination of assumptions can

mean the difference between a mildly successful project

Interactive Web Demo: Watch this interactive demo

on Project Management for Everyone to learn even
more about the concepts presented in this e-book.
VIEW DEMO
On-Demand Webinar: This on-demand webinar

delves even further into how they Every Day Project

Manager can more successful manage a tough

workload and also shares some insight into what you

will learn in the two-day course.
WATCH WEBINAR

and one that sets the standard for continued success.

Learn About the Program: Visit corpedgroup.com

management process augmented with tools like the

Management for Everyone: A Non-Technical

some basic project management training is essential to

LEARN MORE

For everyday project managers, an effective project

to learn more about the two-day course, Project

Time Matrix, implementation of phases one though four and

Approach, view schedules and register.

that success.

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About the Authors

Eileen Twichell is a trainer and consultant with Corporate Education Group (CEG) who brings more than 20 years
of training and design experience to her current position. An accomplished and dynamic presenter, Eileen is highly
regarded in the project management community for her expertise and knowledge of the field. Leveraging her breadth
of expertise, Eileen develops and facilitates classes in project management, time management, presentation skills,
coaching, and communications. Previously Eileen delivering management classes for FranklinCovey and prior to
that was assistant vice president of training and development for EastWest Federal Bank of California where she
developed and managed its first training department. Eileen has earned a bachelors degree in education from the
University of Massachusetts and a masters degree in business from the University of Redlands.
Mark Murphy is a senior trainer with Corporate Education Group (CEG) with more than 20 years of training and consulting
expertise in the areas of time management, interpersonal/leadership skills and project management. Previously Mark

worked for Inservco Inc., where he provided intercultural training to business travelers, foreign nationals living in the United
States, and American expatriates. He enabled team building and leadership training using experiential learning exercises
at Maxcomm in Park City, Utah, and worked as a market research analyst for the Bank of Boston in Buenos Aires,

Argentina. Mark has an masters degree. in organizational behavior and industrial psychology from the Brigham Young
University (BYU) Marriott School of Management and a bachelors degree in marketing from BYU.

About Corporate Education Group

Corporate Education Group (CEG) trains, consults and coaches individuals and teams to help organizations unlock

business value by optimizing employee and organizational performance. Professional development solutions in project
management, business analysis, business process management and leadership and management can be delivered
in the classroom, virtually or on demand. CEG works with corporate clients to tailor programs for private delivery that
address specific objectives or challenges; for industry relevance; or to incorporate existing corporate processes.

Individuals can register for a range open-enrollment courses offered virtually and in key metro regions across the US.

Through its strategic alliance with Duke University Management Training, CEG offers premiere certificate programs that
build professional credibility with quality training backed by a renowned higher-education institution.

CEG is a Charter Global Registered Education Provider for the Project Management Institute (PMI), a Member of

PMIs Global Executive Council, an Endorsed Education Provider for International Institute of Business Analysis (IIBA)
and an APM Group (APMG) Accredited Training Organization (ATO) for PRINCE2. For information and public class
schedules visit www.corpedgroup.com, LinkedIn or Facebook and follow CEG on Twitter @CorpEdGroup.

References

1. PricewaterhouseCoopers, Insights and Trends: Current Portfolio, Programme, and Project Management Practices. (2012).
2. Covey, Stephen, The 7 Habits of Highly Effective People. (New York: Free Press, 2004).
3. Salary.com. (2013). 2013 Wasting Time at Work Survey. Retrieved on April 1, 2014 from
http://www.salary.com/2013-wasting-time-at-work-survey/
PMP is a registered trademark of the Project Management Institute, Inc. IIBA is a registered trademark of International Institute of Business Analysis and PRINCE2 is a
registered trademark of the Office of Government Commerce. All other trademarks are property of their respective owners.

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Call 1.800.288.7246 or email [email protected] to learn more today!

www.corpedgroup.com
1 Executive Drive, Suite 301 Chelmsford, MA 01824-2558 USA