[New Manager] What is a Gantt chart?

 As a new project manager, understanding Gantt charts is essential for effective project planning and management. Let’s dive into what Gantt charts are, how they look, how to identify key elements, common mistakes to avoid, and some useful references.

What Is a Gantt Chart?

A Gantt chart is a powerful project management tool that visually represents project activities over time. It provides a clear timeline, allowing project professionals to monitor progress, allocate resources, and manage dependencies. Here’s a concise definition:

Gantt Chart: A graphical representation of activity against time, showing tasks, start and end dates, dependencies, and task ownership.

Project milestone: a key event or action that signifies a significant stage of progress. It can denote the start or finish of a project, completion of a major task, or any other noteworthy achievement. Milestones help track project progress and ensure alignment with project goals.

Anatomy of a Gantt Chart

1. Timeline: The top of the chart displays the project’s time frame.
2. Task Bars (Gantt Bars): Each task/activity corresponds to a colored bar. The position and length of the bar represent the task’s start and end dates.
3. Dependencies: Arrows connecting bars indicate task dependencies (e.g., Task B depends on Task A).
4. Task Ownership: The responsible person/team for each task is specified.
5. Deadlines: Milestones or project deadlines are marked.

How to Create a Gantt Chart

1. Task Identification: List all project tasks and estimate their durations.
2. Dependencies: Determine which tasks are dependent on others.
3. Timeline: Arrange tasks in chronological order.
4. Resource Allocation: Assign team members to tasks.
5. Bar Creation: Draw bars for each task based on start and end dates.
6. Critical Path: Identify the longest path from start to completion (critical tasks).

Common Mistakes to Avoid

1. Overloading the Chart: Keep it concise; too many tasks clutter the view.
2. Ignoring Dependencies: Accurate task sequencing is crucial.
3. Neglecting Updates: Regularly update the chart as progress occurs.
4. Lack of Clarity: Ensure task descriptions are clear and concise.
5. Not Using Software: Manual charts can be error-prone; use project management tools.

References

1. Henry L. Gantt: The inventor of Gantt charts in the early 20th century¹.
2. APM: Learn more about Gantt charts from the Association for Project Management².
3. TeamGantt: Explore examples and templates for project management³.

How to handle whiners

Whining vs. Venting: What’s the Difference?

Whining:

• Attitude: Whining typically stems from a negative attitude. It’s repetitive, unproductive complaining without seeking solutions.
• Focus: Whiners often focus on problems without considering potential fixes.
• Energy Drain: Whining drains energy from both the complainer and those around them.
• Impact: It can harm team morale and hinder progress.

Venting:

• Release of Emotions: Venting is a healthy way to release emotions. It allows individuals to express frustration, disappointment, or stress.
• Temporary: Venting is usually temporary. Once emotions are out, people can move forward.
• Seeking Empathy: Venters seek empathy and understanding, not necessarily solutions.
• Positive Outcome: Venting can lead to problem-solving conversations.

Identifying Whining and Venting:

1. Frequency:
• Whining: Consistent complaints about the same issues.
• Venting: Occasional emotional outbursts.
2. Tone and Language:
• Whining: Negative, pessimistic language.
• Venting: Emotional but not necessarily negative.
3. Seeking Solutions:
• Whining: Rarely seeks solutions; prefers to dwell on problems.
• Venting: May not seek solutions immediately but is open to discussing them later.
4. Duration:
• Whining: Prolonged complaints.
• Venting: Short-lived emotional release.

Handling Whining vs. Venting:

1. Acknowledge Feelings:
• Whining: Acknowledge but redirect toward solutions.
• Venting: Listen empathetically without judgment.
2. Set Boundaries:
• Whining: Set limits on excessive negativity.
• Venting: Allow space for emotional expression.
3. Encourage Problem-Solving:
• Whining: Encourage whiners to propose solutions.
• Venting: Offer support and discuss solutions when appropriate.

Remember, understanding the intent behind someone’s words helps you respond effectively. Foster a culture where venting is encouraged, but whining is redirected toward positive outcomes. 🌟

 

But how to handle the whiners and turn them into valuable contributors to the team?

 

Handling whiners in the workplace can be challenging, but it’s essential to maintain a positive and productive environment. Here are some strategies to manage workplace whiners:

1. 
   
   Set the Tone: As a manager, you can consciously set the tone for your department. Foster a work climate of openness, honesty, and tolerance. Encourage active participation, skills, and enthusiasm from everyone. Lead by example and demonstrate a positive attitude.
2. Avoid Sarcasm: When dealing with passive-aggressive whiners, avoid sarcasm. Instead of one-upping their cynicism, emphasize the importance of collaboration and teamwork. Remind them that everyone’s contribution matters for project success.
3. Don’t Apologize for Confrontation: Some employees thrive on drama. When faced with an over-the-top thespian, don’t back down. Let them express themselves, but maintain your professional demeanor. Avoid getting caught up in a soliloquy contest.
4. Engage the Above-It-All Bore: These individuals believe they’ve seen it all. When introducing new proposals or ideas, ask for their input. Shift the focus from their skepticism to finding solutions. Encourage them to contribute constructively.
5. Listen Actively: When whiners complain, listen attentively. Take notes to capture the main points of their grievances. Interrupt politely and ask for specifics. Vague problems are rarely solvable, so seek clarity.
6. Encourage Problem-Solving: Share your truth and encourage whiners to problem-solve. Ask them why they’re sharing the complaint with you. Learn to say “no” to excessive listening. Challenge them to come back with solutions.

Remember, maintaining a healthy workplace culture involves addressing negative behaviors while promoting collaboration and respect. 

 

[New Manager] Project initiation

Project Initiation: Laying the Foundation for Success

As a new manager embarking on a fresh project, the initial steps you take are crucial. Project initiation sets the tone for the entire endeavor, ensuring that you build a solid foundation and align your efforts with organizational goals. In this article, we’ll explore the essential aspects of project initiation and provide a practical guide to kickstart your project effectively.

1. Understand the Why

Before diving into the nitty-gritty details, pause and reflect on the purpose of your project. What problem does it solve? What value will it bring to the organization? Clearly articulate the business case for your project. This understanding will guide your decisions throughout the project lifecycle.

2. Secure Buy-In

Project initiation involves more than just paperwork. It’s about securing buy-in from key stakeholders. Engage with decision-makers, sponsors, and influencers. Explain why this project matters and how it aligns with strategic objectives. Their support is critical for success.

3. Create a Project Charter

A project charter serves as your project’s compass. It succinctly outlines the project’s purpose, scope, objectives, and high-level deliverables. Include key details such as project sponsors, stakeholders, and initial budget estimates. Think of the charter as your project’s constitution—a document that everyone can refer to when questions arise.

4. Identify Key Stakeholders

Stakeholders play a pivotal role in project success. Create a stakeholder register that lists all relevant parties—both internal and external. Identify their interests, influence, and potential impact on the project. Regularly engage with them to maintain alignment and manage expectations.

5. Conduct a Feasibility Study

Is your project feasible? Assess its viability by conducting a feasibility study. Consider technical, operational, financial, and organizational aspects. Evaluate risks and constraints. A well-executed feasibility study ensures that you’re not chasing an unrealistic dream.

6. Choose Your Methodology

Select an appropriate project management methodology. Whether it’s Agile, Waterfall, or a hybrid approach, align your choice with the project’s nature and organizational culture. Each methodology has its strengths and weaknesses—understand them and tailor your approach accordingly.

7. Prepare an Initial Budget and Timeline

Estimate the financial resources required for your project. Develop an initial budget that covers expenses such as personnel, tools, and materials. Create a high-level timeline, outlining major milestones and deadlines. Remember that these estimates will evolve as the project progresses.

8. Assemble Your Dream Team

Your team is the engine driving the project forward. Handpick individuals with the right skills, expertise, and attitude. Foster collaboration and ensure everyone understands their roles. A cohesive team can overcome challenges and celebrate victories together.

9. Hold a Project Kickoff Meeting

Gather your team and stakeholders for a project kickoff meeting. Share the project charter, discuss roles, and set expectations. Use this opportunity to build enthusiasm and create a sense of purpose. A well-executed kickoff sets the tone for a productive project journey.

10. Document Everything

Finally, document everything. Keep detailed records of decisions, agreements, and changes. Regularly update the project charter as needed. Effective documentation ensures continuity, transparency, and accountability.

Remember, project initiation is a one-time event — but it’s the foundation of a solid project outcome. Continuously assess progress, adapt to changing circumstances, and celebrate small victories. With a strong initiation, you’ll be well on your way to project success.

References:

1. Asana Resources. “Project Initiation: The First Step to Successful Project Management.” 
2. Brightwork. “Project Initiation: A Guide to Starting a Successful Project.” 
3. TeamGantt. “What Is the Project Life Cycle? 5 Phases of the Process.” 

 

What's your secret?

I got asked recently for secrets for being liked/appreciated by people/colleagues, and how to reach a high level of confidence.

That's a tough question to answer, and didn't know what to say: just be yourself, talk to people etc., so really non-relevant stuff. And it stayed like this, until I've read through some pages of this book: Louder than words.

And I then realized that there are several things that can make you look confident, make yourself liked and appreciated by the others, more than anything else. Here they are (and don't take them as truth until you verify them yourself):
- have a positive state of mind
- take care of what your attitude says to the others
- smile - really smile when you meet someone, to show how you feel about them
- be genuinely interested in what the other has to tell you, and show it!
- posture and stance tell a whole lot about your confidence levels
- your movements contribute as well to say the right message (if they need a quick action, do you move quickly, or take your time?)
- your voice - is it humble, is it firm, is it a high pitch when stressed, or a low deep voice?
- your habits - when you come/leave office, when you take lunch, for how long, how you spend your time - all count in building your image in front of others
- last but not least: the people you hang out with make a big difference as well.

So whenever you ask yourself what makes a good leader, what makes a person be more liked/appreciated by others, think about what they say/do, but also how they actually present themselves, taking into account all the above, and even more (clothing, for example - although it should not be the definitive argument for sure, but mere elements that combine in the overall image).

What are your thoughts, what does it make a strong leader/personality?
 

On mentoring

I think this is one of the most difficult things one can do for others - and on the other hand the easiest. It's very risky - and it's also very rewarding. It enables you to sort out your thoughts - but you can also confuse others.

I was recently talking with two different people - embarking on different challenges, but both needing advice. One was from the perspective of a people manager, one from the perspective of an employee being managed. Both have one thing in common: rather new in role (or not so experienced), and both working for corporations. Both young - but bold and with a strong desire to succeed and be the best.

So - what kind of advice I could give them? (and before continuing: don't try to guess the persons, it will be useless ;-) )

Actually - the WHAT is not important for this post. More important is how I FELT when talking with them. In both situations it was very ad-hoc (like visiting, having a coffee, after a movie etc.). Completely unprepared. Completely random discussion. Going in all directions. Seeing the other sipping my words. Sorting out ideas as I was talking - gosh, I had so much to share, and such little time!

And then - at one point - we realized we had to stop: going home, or important meeting, or somebody interrupting - whatever. BUT before doing that - I felt the need to do one important thing: summarize the 2-3 things I thought were THE MOST important, and that the other HAD to remember.

And when summarizing - all the ideas were suddenly so clear for me as well, so surprisingly clear, and really the essential points of who I actually was.

Because when I was going through the various topics, and through all those experiences, and I was talking about THEM - I was actually talking about MYSELF, my experiences, my learnings, my mistakes and my great achievements.

And it felt good to share!

How was your latest experience? Were you mentoring or mentored?

Looking forward to your shared experiences!