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More Project Schedule Options - Tom's Planner, Liquid Planner, and Basecamp

I'm not a software reviewer. I let the professionals do that. But, I do appreciate learning about different software that can help do Project work. Many Project folks are stuck with (or stuck on) P6 and MS Project. That's not meant as a slam to P6 or Project. That's just how it is in the corporate world - especially in some industries. Sometimes, you don't need that much power. Sometimes, you need to try something new. Sometimes, it helps to use something different. Here are a few options to look at - Tom's Planner, Liquid Planner, and Basecamp:

Tom's Planner

Tom's Planner advertises itself as a tool for those who need something less that the super powerhouse programs (my words) but want something more than an Excel-created schedule. You can try it in beta for free.

Liquid Planner

Liquid Planner and other programs are also designed for collaboration. I know. Some of you just winced at the idea of a schedule produced by committee. But, collaboration is not about a committee, it's about agreement on the how and when and who of getting Project work done.

Basecamp

Basecamp is another option. It's one of several options offered by 37signals. It also has an emphasis on collaboration and communication. Not just on charts and graphs.

Expand your thinking and your experience and your skills by trying something new.

Blog Style Note: We vs You-and-Me

This blog has been written as a conversation. As if "WE" were talking about our work and Projects.

I plan to begin shifting to a more You and Me tone from now on. Not changing away from conversation - simply changing the way we :-) are addressed.

When Does the WBS Become Just BS?

Structured Projects include a Work Breakdown Structure (WBS) to assist with tracking. This is a good structured way to disassemble a Project into it's components. It's true that you can't really manage a giant amorphous blob. However, does WBS ever evolve into just WBS?

A Project Scheduler once spent two weeks developing the BEST schedule activity numbering scheme. He tried several combinations and two weeks later, he finally picked one.

That kind of thinking leads to wasted time and resources. The same can happen with developing a WBS. Since the lower levels can cover minute details, a detailed WBS on a large and complex Project can lead to thousands of items.

• On the one hand, this seems good - you can track every dollar (and penny) and you can schedule every detailed work item. 
• On the other hand, this is not good from a practical viewpoint. Theoretically, not everything has to be practical. However, Projects do not typically live in theory.

The Practical Issues with Overly-Detailed WBS's

If the only activity involved in Project work concerning a WBS was the development and definition, it could be as long and detailed as possible. But, once the WBS is defined, one of its functions is to provide a tracking mechanism. The tracking of complex details leads to some practical things to consider:

• A usable CPM schedule includes links between activities (WBS items) and relationship definitions. The more detailed the WBS, the more possible relationships and links. This means both more work is establishing the schedule and much more work in maintaining it.
• A usable cost-tracking system should be accurate. But, as an extreme example, if I break down the labor activities on a Project into 15 minute increments, I both create a tracking nightmare (and a loss of productivity because of the level of tracking required) and an accuracy issue. This would be so detailed that it takes too much time to track, leads to gross inaccuracy, and has no value.
• Similar for a productivity system - too much detail will lead to inaccuracy which will lead to meaningless metrics.

If the WBS is overly complicated, it is worthless for the Project. It just becomes WBS.

Be Different and Be Creative

It's sometimes easy for Projects to reject creativity. In this video, see some good ways to reject creative ideas. Thanks to Youngme Moon via YouTube.


Go and be Different.

Always Do What the Customer Wants?

We say that delivering a successful Project includes providing what the Customer wants. But what if we see something better for them? Should we:

• Do what they ask and keep quiet?
• Recommend something that is different and better but don't push too hard?
• Suggest and remind and show and deliver a better result even if the Customer is resistant?

Most of us are likely to do one of the first two. Most of us are afraid that the third option will lead to the end of the Project (for us, at least), ongoing conflicts with the Customer, or at least a bad reputation. Which is better?

Better is an issue of perspective and belief

If we believe it's better to get along and go along, we'll do that.

If we believe it's better to suggest and recommend (and then to think "we told them of a better way", if the Customer turns down our idea), we'll do that.

If we believe that the Customer matters AND that our responsibility to the Customer is to deliver a superior Project even if it isn't what the Customer expects, we'll do that.

Which is riskier? It depends on your perspective of Risk. And your belief.