The project objective should answer the question: “What do I want to achieve/avoid through doing this project?”
There is a simple rule you can apply to ensure you have rigorous and complete project objectives. This is known as the S.M.A.R.T. Model. SMART is an acronym for Specific, Measurable, Achievable, Realistic and Timeframes.
Specific Clearly states what must be achieved.
Measurable Clearly states how success will be measured.
Achievable Is realistic in terms of effort and expenditure.
Relevant Meets the organisation’s strategic plan; contributes to achievement of a significant venture.
Timebound Clearly states start and end times, and downtime if appropriate.
(Cost You may wish to add roughly how much will the project cost.)
Of the above five components of objectives, Achievable and Relevant are not always documented, although you must ensure they are taken into consideration in writing the objective.
Project Objective Example – The Garden Shed
(As I have no room in the garage for my gardening tools, I will do the following project:)
To build a two-door garden shed that is 2 metres wide, 1.8 metres deep and 2 metres tall and has two doors on the concrete slab in my backyard. Starting this Saturday morning, and finishing by sundown Sunday. The kit and tools should cost $2,500.
(I am using a kit and have done this once before, so do not expect any major problems.)
Explanation of Example:
Specific … build a garden shed …
Measurable … that is 2 metres wide, 1.8 metres deep and 2 metres tall and has two doors on the concrete slab in my backyard …
Achievable … (I am using a kit and have done this once before) ...
Relevant … (I have no room in the garage for my gardening tools)...
Timebound … starting this Saturday morning, and finishing by sundown Sunday.
Cost … $2,500 for kit and tools.
The Ultimate Objective
In addition to the Project Objective, in many situations there is an Ultimate Objective. The Ultimate Objective is the objective for which we are undertaking the project. In the case of the building of the Chunnel (the tunnel beneath the English Channel), the Project Objective involved digging a long tunnel and lining it with concrete. However, the Ultimate Objective was linking England with the Continent of Europe, a far larger undertaking that just digging a hole. For some people the Ultimate Objective may have been to improve the links between the United Kingdom and the European Union; or to create a cost-effective method of transporting goods between the United Kingdom and the European Union. Be sure to know and understand the Ultimate Objective.
ACTIVITY:
Take a sheet of paper and write the letters SMART down the left side, giving yourself plenty of space to fill in the details. Fill in the details. Then ask someone to read over the objective - ask for their honest feedback abotu what you have written.
Monday, December 17, 2007
The Project Definition (Applying the 7 P’s)
Earlier I noted that the Project Definition will consist of the following content. I have added some jargon to make it easier to put sub-headings into this topic.
At a minimum, you need to know:
* What you want to achieve – Project Objective.
* Who you are doing it for – Project Client.
* How you will go about it, how you are going to start, and how you are going to finish – Project Activities.
* Who will be involved – Project Team.
* What the project should cost – Project Budget.
* How you will keep track of progress – Project Monitoring.
* How soon you need to/can be finished – Project Deadline.
* How you will be able to tell that you have finished – Project Outcomes.
...Geoff
At a minimum, you need to know:
* What you want to achieve – Project Objective.
* Who you are doing it for – Project Client.
* How you will go about it, how you are going to start, and how you are going to finish – Project Activities.
* Who will be involved – Project Team.
* What the project should cost – Project Budget.
* How you will keep track of progress – Project Monitoring.
* How soon you need to/can be finished – Project Deadline.
* How you will be able to tell that you have finished – Project Outcomes.
...Geoff
Project Information
The effective project manager quickly becomes a clearinghouse of important and trivial project information. To be that clearinghouse, first the project manager must absorb a huge amount of information about the project. Even small projects can potentially involve large amounts of information. Some suggested questions you need to answer as soon as possible after taking on the role of project manager include:
* What do we want to achieve from this project?
* How will we know that the project is finished?
* How will we measure success (in quantity and quality)?
* What else could we achieve that may be beneficial?
* What could go wrong during the project?
* Will all of the outcomes be positive?
* What processes should be followed?
* What safety criteria should be considered?
* What impact could this project have on other parts of our organisation?
* What machinery and tools are required?
* Are there in issues with regard to procurement or maintenance of the machinery and tools?
* Who needs to be involved? In providing supplies/inputs, doing the tasks, observing, measuring outcomes, etc.
* Do people need to be released from other duties?
* Who needs to know about the project?
* How much do they need to know?
* How soon can/should we start?
* How soon can/should we finish?
* Will any downtime impact on the project?
* What is the budget?
* Where will the project be located?
* What are the consequences of project failure (for the organisation, the stakeholders, the project team and the project manager)?
Organising this information can be very challenging. If you like mind-maps, this is a great way to organise large amounts of information. If you are a notebook kind of person, get a notebook ASAP and write the project name on the front. Number the notebook “1”, as you are likely to need more. Much of this information will go into your Project Definition.
...Geoff
* What do we want to achieve from this project?
* How will we know that the project is finished?
* How will we measure success (in quantity and quality)?
* What else could we achieve that may be beneficial?
* What could go wrong during the project?
* Will all of the outcomes be positive?
* What processes should be followed?
* What safety criteria should be considered?
* What impact could this project have on other parts of our organisation?
* What machinery and tools are required?
* Are there in issues with regard to procurement or maintenance of the machinery and tools?
* Who needs to be involved? In providing supplies/inputs, doing the tasks, observing, measuring outcomes, etc.
* Do people need to be released from other duties?
* Who needs to know about the project?
* How much do they need to know?
* How soon can/should we start?
* How soon can/should we finish?
* Will any downtime impact on the project?
* What is the budget?
* Where will the project be located?
* What are the consequences of project failure (for the organisation, the stakeholders, the project team and the project manager)?
Organising this information can be very challenging. If you like mind-maps, this is a great way to organise large amounts of information. If you are a notebook kind of person, get a notebook ASAP and write the project name on the front. Number the notebook “1”, as you are likely to need more. Much of this information will go into your Project Definition.
...Geoff
Wednesday, November 14, 2007
Learning How to Write a Book
Hi,
If anyone is reading this, they may want to learn how to write a book too. As you can see, I am learning how to write a book by putting my book writing into a blog. In fact, I got started with this whole process by attending a workshop. Robyn Henderson teaches people How to Write a Book. Actually, what I learnt from the day was more along the lines of How to Publish a Book. I know a bit about writing from my work experience, and so needed to know how to publish.
The idea of blogging my way to a book was my own when I started to stall in writing the book. I had made good progress with choosing the content for the back page, and good progress in creating what my school English teachers called an "Essay Plan". However, I was stalled at that point and needed a burst of energy. But I digress...
Robyn Henderson is a publisher and a public speaker. She writes herself and speaks frequently on the topic of networking. She has 'fallen into' teaching people how to write and publish books, and she is very good at it. So this is going the long way around at providing an unprompted promotion of the workshops Robyn runs. For details of the workshops, please go to her website at www.seachangepublishing.com.au and go to the Seminars and Workshops link. If you can get enough people together, you should contact her about doing a special workshop for you and your friends/colleagues.
Good luck with your writing!
...Geoff
If anyone is reading this, they may want to learn how to write a book too. As you can see, I am learning how to write a book by putting my book writing into a blog. In fact, I got started with this whole process by attending a workshop. Robyn Henderson teaches people How to Write a Book. Actually, what I learnt from the day was more along the lines of How to Publish a Book. I know a bit about writing from my work experience, and so needed to know how to publish.
The idea of blogging my way to a book was my own when I started to stall in writing the book. I had made good progress with choosing the content for the back page, and good progress in creating what my school English teachers called an "Essay Plan". However, I was stalled at that point and needed a burst of energy. But I digress...
Robyn Henderson is a publisher and a public speaker. She writes herself and speaks frequently on the topic of networking. She has 'fallen into' teaching people how to write and publish books, and she is very good at it. So this is going the long way around at providing an unprompted promotion of the workshops Robyn runs. For details of the workshops, please go to her website at www.seachangepublishing.com.au and go to the Seminars and Workshops link. If you can get enough people together, you should contact her about doing a special workshop for you and your friends/colleagues.
Good luck with your writing!
...Geoff
Introduction
There are a small number of critical principles in managing projects, and a large number of accepted practices. This book presents all of the principles I am aware of, and as many of the accepted practices as I can cram in – applying the 80:20 principle along the way. The book is intentionally light on theory and heavy on basic things which need to be done to be effective.
Project management is not rocket science. In fact, it is often pretty boring and repetitious punctuated by occasional victories to keep us interested – which from my limited exposure to rocket science is actually what rocket science is really about. So I guess that although project management is not rocket science, it is still quite similar.
You can be a very good project manager if you do the things in this book consistently and creatively. Consistently follow the principles and apply the practices and you will do very well. Apply your creativity to improve on the practices and supplement the principles with new understandings and you can be an excellent project manager.
But remember, the better the job you do as a project manager, the less attention you will get. As a project manager any exposure is certainly not good exposure. Be good at what you do, and the people who need to know how good you are will, and the others don’t matter anyway. This is not a book on how to get to be the CEO, it is simply about succeeding in the role of project manager. (If you want to be the CEO, I would advise that you read something else.)
Project management is not rocket science. In fact, it is often pretty boring and repetitious punctuated by occasional victories to keep us interested – which from my limited exposure to rocket science is actually what rocket science is really about. So I guess that although project management is not rocket science, it is still quite similar.
You can be a very good project manager if you do the things in this book consistently and creatively. Consistently follow the principles and apply the practices and you will do very well. Apply your creativity to improve on the practices and supplement the principles with new understandings and you can be an excellent project manager.
But remember, the better the job you do as a project manager, the less attention you will get. As a project manager any exposure is certainly not good exposure. Be good at what you do, and the people who need to know how good you are will, and the others don’t matter anyway. This is not a book on how to get to be the CEO, it is simply about succeeding in the role of project manager. (If you want to be the CEO, I would advise that you read something else.)
Thursday, October 25, 2007
Seize the Day (Just Do It®)
The converse argument to my 'lead time' post is the importance of actually doing something. Many projects are good idea going nowhere. If you want your good idea to go somewhere, you need the project to get underway. The purpose of your lead time is to make appropriate preparation for the project. If the project never happens due to indefinite lead time, you have wasted your time.
If you are concerned that the project is too big, and that is holding you off from starting, you might want to consider the potential for a pilot trial (a little implementation that mimics the actual project outcome), or starting the first few activities, if you are confident that you will learn enough to continue the project. Do this with caution, as projects can gain a momentum of their own that is unrelated to the relevance or value of the outcome.
If you are concerned that the project is too big, and that is holding you off from starting, you might want to consider the potential for a pilot trial (a little implementation that mimics the actual project outcome), or starting the first few activities, if you are confident that you will learn enough to continue the project. Do this with caution, as projects can gain a momentum of their own that is unrelated to the relevance or value of the outcome.
Lead Time - We Never Seem to Have Enough
Hi,
Here is a quicky - a sidebar regarding lead time. There is another one following about avoiding excessive lead time - we project managers need to be able to find a balance between each.
...Geoff
CONTENT:
Much of the pain we suffer by ignoring the 7 Ps can be attributed to the compulsive manner in which we continuously persist in going at projects ‘like a bull at a gate’. We do not expect rats in a maze to sit down and puzzle out the problem with which they are confronted, but we should expect it of our project managers. And tragically, many people who profess to expect it of their project managers continue to place undue pressure to start projects well before they and the organisation are ready.
The term ‘lead time’ refers to the amount of time we give ourselves before something is to happen to prepare for it to happen. When we talk about project lead times, some people persist in saying, ‘we know what needs to be done, let’s get on with it’. What they usually mean is ‘I think I know what needs to be done; and I can’t be bothered taking the time to write it down and I can’t be bothered making sure everyone else knows what I know’. This is fine if you have no stakeholders and the outcome will not affect other people, or if the job is simple enough to get away with not planning.
The bottom line is, we need plenty of time to plan projects before we start projects. If you are not sure how much lead time to allow, take a guess and double it. If you are going to select a Project Manager during the lead time, add the time it takes to get a Project Manager to the lead time too.
Here is a quicky - a sidebar regarding lead time. There is another one following about avoiding excessive lead time - we project managers need to be able to find a balance between each.
...Geoff
CONTENT:
Much of the pain we suffer by ignoring the 7 Ps can be attributed to the compulsive manner in which we continuously persist in going at projects ‘like a bull at a gate’. We do not expect rats in a maze to sit down and puzzle out the problem with which they are confronted, but we should expect it of our project managers. And tragically, many people who profess to expect it of their project managers continue to place undue pressure to start projects well before they and the organisation are ready.
The term ‘lead time’ refers to the amount of time we give ourselves before something is to happen to prepare for it to happen. When we talk about project lead times, some people persist in saying, ‘we know what needs to be done, let’s get on with it’. What they usually mean is ‘I think I know what needs to be done; and I can’t be bothered taking the time to write it down and I can’t be bothered making sure everyone else knows what I know’. This is fine if you have no stakeholders and the outcome will not affect other people, or if the job is simple enough to get away with not planning.
The bottom line is, we need plenty of time to plan projects before we start projects. If you are not sure how much lead time to allow, take a guess and double it. If you are going to select a Project Manager during the lead time, add the time it takes to get a Project Manager to the lead time too.
Friday, October 19, 2007
The 7 Ps
Hi,
This topic is all about getting some key things done before the project starts properly.
CONTENT:
My friend Michael introduced me to the concept of the 7 Ps more than 15 years ago. Often people ask me how they could have prevented the problems they are currently experiencing, and I find myself telling them about the 7 Ps. Sadly the 7 Ps is one of those concepts often labelled ‘common sense’, but less commonly applied.
(Caution, minor expletive follows.) The 7 Ps are Prior Preparation and Planning Prevent Piss-Poor Performance. For those of you of a sensitive persuasion, you can drop the word ‘piss’, and the point can still be made.
At a minimum, you need to know:
* What you want to achieve.
* Who you are doing it for.
* How you will go about it.
* Who will be involved.
* How you will keep track of progress.
* How you are going to start.
* How soon you need to/can be finished.
* How you will be able to tell that you have finished.
When you put these together, you will have a Project Definition.
If you are wondering what else could be handy at this point, you could find out:
* Whether your organisation has the will and the capacity to complete the project.
* Who can help the project to succeed, and how.
* Where the project will be undertaken, and whether this is the best place/space.
* How the resources you need can be secured by the project. (Resources include cash and people, and possibly other things.)
* What the known risks and issues are and how you will address them.
You can add these to the Project Definition to make it even more comprehensive.
Some people make a Project Schedule part of the Project Definition, but this will be described later.
...Geoff
This topic is all about getting some key things done before the project starts properly.
CONTENT:
My friend Michael introduced me to the concept of the 7 Ps more than 15 years ago. Often people ask me how they could have prevented the problems they are currently experiencing, and I find myself telling them about the 7 Ps. Sadly the 7 Ps is one of those concepts often labelled ‘common sense’, but less commonly applied.
(Caution, minor expletive follows.) The 7 Ps are Prior Preparation and Planning Prevent Piss-Poor Performance. For those of you of a sensitive persuasion, you can drop the word ‘piss’, and the point can still be made.
At a minimum, you need to know:
* What you want to achieve.
* Who you are doing it for.
* How you will go about it.
* Who will be involved.
* How you will keep track of progress.
* How you are going to start.
* How soon you need to/can be finished.
* How you will be able to tell that you have finished.
When you put these together, you will have a Project Definition.
If you are wondering what else could be handy at this point, you could find out:
* Whether your organisation has the will and the capacity to complete the project.
* Who can help the project to succeed, and how.
* Where the project will be undertaken, and whether this is the best place/space.
* How the resources you need can be secured by the project. (Resources include cash and people, and possibly other things.)
* What the known risks and issues are and how you will address them.
You can add these to the Project Definition to make it even more comprehensive.
Some people make a Project Schedule part of the Project Definition, but this will be described later.
...Geoff
Wednesday, October 17, 2007
What is a Project?
Hi,
A project management book must define a project, so here I go...
CONTENT:
My rule of thumb for determining whether something is a project is to ask whether I am likely to forget stuff or stuff it up. If the answer is yes to either or both of these questions, I feel the need to plan it out and act like it is a project. Different people will have a different level of capacity to ‘just get things done’, so there are no hard and fast rules distinguishing projects from other activity using this method.
Another perspective on what is a project is that it is something significant that brings us closer to the overall goal. In a business context, the overall goal can be described as the venture or the vision (depending how practical or visionary you are). This is generally something really big, like building the Sydney Opera House or raising a child well. The project could be selecting a design (of the Opera House) or choosing a suitable high school (for the child). Similarly to the method above, there are no hard and fast rules for distinguishing projects from other activity using this method.
Another method is to define what is not a project, and the rest of our activity must be a project (or be part of a project). What is not a project is routine or repetitive activity for which the planning has taken place in the past, leaving us with policies and procedures that can be followed; or trivial activity which does not require planning. Examples include telemarketing for a charity, checking the quality of fruit on a conveyor belt, or washing the car (after you have done it a couple or times).
So identifying a project can be tricky. Or maybe not tricky. Maybe we should acknowledge that it is a slippery concept, and that we are likely to have a difference of opinion on this at times.
There is another perspective on this, and it sounds very objective (but it isn’t), and that is the definition from the uber-project management textbook ‘Meredith and Mantel’* (p. 9), which states: “In the broadest sense, a project is a specific, finite task to be accomplished.” They need to provide a lot of follow-up detail to convince the reader that brushing my teeth is not a project based on this broad definition.
The follow-up detail they provide is useful, and involves describing the following attributes of projects:
* Importance to senior management.
* A one-time activity divisible into sub-tasks that require coordination.
* An organic life-cycle with a due date.
* Reliant on interdependencies outside the project.
* Unique to the organisation.
* Limited in resources.
* Characterised by conflict.
These are very good points, and provide a greater understanding of what constitutes a project. However I still feel we cannot escape the subjectivity of the label ‘project’.
So finally, a project is what you call a project. If it is spring cleaning, that’s fine. If it is upgrading from one SAP version to another, that is fine too. If it is building the Sydney Opera House, great, but you may be reading the wrong book – this is about small projects, not Opera House sized ones.
…Geoff
* Meredith, J.R. and Mantel, S.J. 2006 Project Management: A Managerial Approach, sixth edition, Wiley, New York.
A project management book must define a project, so here I go...
CONTENT:
My rule of thumb for determining whether something is a project is to ask whether I am likely to forget stuff or stuff it up. If the answer is yes to either or both of these questions, I feel the need to plan it out and act like it is a project. Different people will have a different level of capacity to ‘just get things done’, so there are no hard and fast rules distinguishing projects from other activity using this method.
Another perspective on what is a project is that it is something significant that brings us closer to the overall goal. In a business context, the overall goal can be described as the venture or the vision (depending how practical or visionary you are). This is generally something really big, like building the Sydney Opera House or raising a child well. The project could be selecting a design (of the Opera House) or choosing a suitable high school (for the child). Similarly to the method above, there are no hard and fast rules for distinguishing projects from other activity using this method.
Another method is to define what is not a project, and the rest of our activity must be a project (or be part of a project). What is not a project is routine or repetitive activity for which the planning has taken place in the past, leaving us with policies and procedures that can be followed; or trivial activity which does not require planning. Examples include telemarketing for a charity, checking the quality of fruit on a conveyor belt, or washing the car (after you have done it a couple or times).
So identifying a project can be tricky. Or maybe not tricky. Maybe we should acknowledge that it is a slippery concept, and that we are likely to have a difference of opinion on this at times.
There is another perspective on this, and it sounds very objective (but it isn’t), and that is the definition from the uber-project management textbook ‘Meredith and Mantel’* (p. 9), which states: “In the broadest sense, a project is a specific, finite task to be accomplished.” They need to provide a lot of follow-up detail to convince the reader that brushing my teeth is not a project based on this broad definition.
The follow-up detail they provide is useful, and involves describing the following attributes of projects:
* Importance to senior management.
* A one-time activity divisible into sub-tasks that require coordination.
* An organic life-cycle with a due date.
* Reliant on interdependencies outside the project.
* Unique to the organisation.
* Limited in resources.
* Characterised by conflict.
These are very good points, and provide a greater understanding of what constitutes a project. However I still feel we cannot escape the subjectivity of the label ‘project’.
So finally, a project is what you call a project. If it is spring cleaning, that’s fine. If it is upgrading from one SAP version to another, that is fine too. If it is building the Sydney Opera House, great, but you may be reading the wrong book – this is about small projects, not Opera House sized ones.
…Geoff
* Meredith, J.R. and Mantel, S.J. 2006 Project Management: A Managerial Approach, sixth edition, Wiley, New York.
Sunday, October 14, 2007
Problems for Small Projects
Hi,
OK, this seems a good way to find out whether anyone is reading this, and to get some input to the book at the same time. You can see from the entry ‘The Back Page’ that I have a bit of an idea of where this book is going, but to ensure it will meet the needs of its audience, I am going to ask you to use the Comments below to tell me what problems people responsible for small projects suffer, so I can make sure the book will be relevant.
From my experience, the problems people suffer include:
* Inadequate resources – for example, the required people and the actual people do not match.
* Inadequate planning – so people do not know what needs to be done by when to accomplish the eventual outcome.
* Lack of leadership – so we run around in circles at cross-purposes with each other.
* Meddling leadership – so we are not allowed to get on with the job to the best of our abilities.
I could go on, but this is your opportunity. So go on, respond…
In appreciation (in advance), …Geoff
PS. My friend Doug will probably want to add his comments about ‘management by committee’ here, and I’m sure he has some other ideas.
OK, this seems a good way to find out whether anyone is reading this, and to get some input to the book at the same time. You can see from the entry ‘The Back Page’ that I have a bit of an idea of where this book is going, but to ensure it will meet the needs of its audience, I am going to ask you to use the Comments below to tell me what problems people responsible for small projects suffer, so I can make sure the book will be relevant.
From my experience, the problems people suffer include:
* Inadequate resources – for example, the required people and the actual people do not match.
* Inadequate planning – so people do not know what needs to be done by when to accomplish the eventual outcome.
* Lack of leadership – so we run around in circles at cross-purposes with each other.
* Meddling leadership – so we are not allowed to get on with the job to the best of our abilities.
I could go on, but this is your opportunity. So go on, respond…
In appreciation (in advance), …Geoff
PS. My friend Doug will probably want to add his comments about ‘management by committee’ here, and I’m sure he has some other ideas.
Saturday, October 13, 2007
The Back Page
Hi,
Apparently it is appropriate to write the back page of the book before getting into the detail. I guess this is to keep me on target (like writing our Project Objective well before doing the Post Implementation Review, maybe even before we start the project).
...Geoff
CONTENT:
This book is for you if you are responsible for a small workforce that must accomplish predictable tasks. It is a practical resource for people responsible for small projects.
There are a small number of basic principles to managing projects. If you follow these consistently, you can be a successful project manager. This book explains these principles in simple English.
The principles include:
* The 7 Ps - prior preparation and planning prevents poor performance.
* Listen and Learn - stay close to the team and monitor 'the vibe'.
* Be Visual - care of Henri Gantt and others.
* Use Elegant Simplicity - plain English & vanilla tools.
* Focus on Outcomes - know the outcome and share this knowledge.
* Stay Close to Stakeholders - keep your friends close...
* Show Me the Money - budget, monitor, report.
* Are We There Yet? - finish off with style.
* And more, such as People Matter, Be Flexible and Be Part of the Solution.
This book also includes templates, such as Starting Out, Reporting Progress and Finishing Up.
...Geoff
(Please use the comments to let me know what you think!)
Apparently it is appropriate to write the back page of the book before getting into the detail. I guess this is to keep me on target (like writing our Project Objective well before doing the Post Implementation Review, maybe even before we start the project).
...Geoff
CONTENT:
This book is for you if you are responsible for a small workforce that must accomplish predictable tasks. It is a practical resource for people responsible for small projects.
There are a small number of basic principles to managing projects. If you follow these consistently, you can be a successful project manager. This book explains these principles in simple English.
The principles include:
* The 7 Ps - prior preparation and planning prevents poor performance.
* Listen and Learn - stay close to the team and monitor 'the vibe'.
* Be Visual - care of Henri Gantt and others.
* Use Elegant Simplicity - plain English & vanilla tools.
* Focus on Outcomes - know the outcome and share this knowledge.
* Stay Close to Stakeholders - keep your friends close...
* Show Me the Money - budget, monitor, report.
* Are We There Yet? - finish off with style.
* And more, such as People Matter, Be Flexible and Be Part of the Solution.
This book also includes templates, such as Starting Out, Reporting Progress and Finishing Up.
...Geoff
(Please use the comments to let me know what you think!)
An Explanation
Hi,
I have been planning to write a book called "How to Manage Small Projects", with a catchy but as yet not invented phrase to follow the title. The book has been in me for about a decade now.
I went to a workshop on how to write a book in the middle of this year ('07), which was actually about how to publish a book - which was lucky as I know a fair bit about writing, but little about publishing. Full of vim and vigour I finished* a plan for the book in no time at all (Aug 07) - mostly on my PDA while sitting at the school waiting for the bell to release my kids - I correctly figured that the limitations of the teeny-tiny keyboard would keep my plan short and to the point.
Now that the plan has sat for about two months, it is time to push on. This blog is my method of stringing out the whole process a bit further, as I am a bit scared of the self-publishing process. Also, as I have been trying to convince my Dad to blog, this is a good opportunity to lead by example.
Yours, ...Geoff
PS. I am keeping the plan a secret for now, but see CONTENT: The Back Page for some hints.
* For 'finished', read 'decided I'd identified enough topics to fill a book'.
I have been planning to write a book called "How to Manage Small Projects", with a catchy but as yet not invented phrase to follow the title. The book has been in me for about a decade now.
I went to a workshop on how to write a book in the middle of this year ('07), which was actually about how to publish a book - which was lucky as I know a fair bit about writing, but little about publishing. Full of vim and vigour I finished* a plan for the book in no time at all (Aug 07) - mostly on my PDA while sitting at the school waiting for the bell to release my kids - I correctly figured that the limitations of the teeny-tiny keyboard would keep my plan short and to the point.
Now that the plan has sat for about two months, it is time to push on. This blog is my method of stringing out the whole process a bit further, as I am a bit scared of the self-publishing process. Also, as I have been trying to convince my Dad to blog, this is a good opportunity to lead by example.
Yours, ...Geoff
PS. I am keeping the plan a secret for now, but see CONTENT: The Back Page for some hints.
* For 'finished', read 'decided I'd identified enough topics to fill a book'.
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