One of my project manager colleagues planned to sail his boat from Los Angeles Harbor to Honolulu, making the 13-day trip before the hurricane season started. He planned everything well in advance and in great detail. He gathered his five-man crew. A commercial airliner pilot familiar with flight and shipping routes joined as the skipper. A diesel mechanic signed on to manage the engines; he even planned the spare parts to take onboard. A fisherman was a member of the crew to catch fish should they run out of supplies. The owner of the vessel arranged first-aid training a week before the launch. Everything was planned, from onboard navigation to the handheld Global Positioning System (GPS) system. They set a date to sail but never left. My colleague eventually informed me that in spite of all his planning, he forgot team personalities. The skipper and the mechanic couldnt get along and hostilities ensued. A great team needs to work well together and understand their roles and responsibilities.

There was a positive side to my colleagues trip cancellation, however. If they had set sail at that time (September 2001), their GPS system would have been brought down because of the emergency restrictions resulting from the September 11 terrorist attacks in the United States.

Secure Methodology Training

I have attended many seminars in which both project managers and senior executives have disclosed the best and worst features of their respective project management methodologies. One feature highlighted every time is the training of staff on the newly implemented methodology. I have often heard surprised project managers and executives finding out about the new methodology on the day it is rolled out.

There are also many project managers, analysts, engineers, and developers working on project teams in virtually

every industry who are inadequately trained in the following areas, which should be part of the methodology training: Obtaining user requirements. Building quality into the project. Configuration management.

It is prudent to notify staff well in advance of the upcoming release or implementation of the methodology. Failure to do so only adds to poor communication. You need to ensure that users understand how the components of the chosen methodology fit together, the types of projects that can be used with the methodology, and the philosophy behind it.

The project lead appointed to head the implementation of a new methodology and processes should include training as part of the entire implementation process. After the methodology is communicated and the workforce trained, companies should encourage their project/development managers to be certified on their new project and/or development methodologies. The following action items must be implemented:

Establish a comprehensive training plan and schedule.

Limit class sizes to 15 members per session.

Identify all project managers and technical leads in the company.

Include computer-based training (CBT) as an option if cost allows.

Provide a conceptual overview and understanding of the methodology.

Provide practical examples.

Discuss processes needed to support the methodology.