Many times small projects can have big problems – and very little time to solve them. It’s easy to be fooled into thinking that just because the project is small, it will go smoothly. A small project is still a project, and it can have just as many problems as a large project.
In fact, it’s been my experience that small projects are harder than large ones. Small projects usually have a short schedule, with no slack. Resources are fully committed and not available to be reassigned to problem areas. Senior management’s attention is on the large projects, so there’s nowhere to go for help.
On small projects it is tempting to skip the disciplined and detailed approaches found on large projects (a.k.a. “good project management”). For example, you hear: “We don’t need a formal project schedule, this is a small project”; “The PM procedures are for complicated projects, this one’s simple”; or “”It’s a short project, we don’t need project review meetings.”
Here are a few ideas that might help your next small project:
Set Standards for all Projects
Set the same standards for all projects – large, small, easy, or complex – and follow them. Use the same diligence on a small project as you would on your most complex ones. Don’t be lulled into complacency, or allow your project team to ignore the established standards.
Plan, Plan, Plan – You Don’t Have Time to Fail
All small projects have one common challenge – short duration. There isn’t time in the schedule for mistakes or changes. Everything has to happen like clockwork or the project falls behind. Success takes both regular planning and contingency planning. On large projects you have time to discover and fix problems and still keep on schedule; on small projects you don’t. Thorough planning is the best way to assure success.
Listen Carefully and Ask Questions
A sure way to get into trouble is to make assumptions. Did you assume this would be a slam-dunk project? There were probably warning signs that there might be challenges. Ask the right questions and listen to the answers. It will go a long way toward identifying potential risks and improving your odds for success.
Sue,
I couldn't agree more. I've often found that when things don't go quite right on a small project, it's usually because we tried to skip a step or we assumed it didn't need the kind of attention and process we would give a large project.
At my company we use a process called the Pioneer Thinking Roadmap. It is a seven step process that takes one from the first step of "define the problem" all the way through step seven, "evaluate." From the get-go it was obvious to me how to use it for a large project, but it seemed over the top for a small project.
Anyway, I used it for one of my smallest projects a few months ago and was surprised at how well it worked even for something I initially thought I could do using only experience and enthusiasm. I'm a believer now!
Posted by: Marilynn Mobley | November 18, 2006 at 06:10 AM