E. Huszár‐B. Huszár‐M. Huszár‐J. Huszár

Never Be AnU d d AUnderdog Anymore

Practical hints for successful project execution

© E. Huszár‐B. Huszár‐M. Huszár‐J. Huszár2008

Introduction

While the evolution of the various project management methodologies resulted in a scientifically established theoretical background and a vast array of professionalliterature in the last few decades  there is a very limited number of methodologyliterature in the last few decades, there is a very limited number of methodology‐independent works that focus on practical guidance. This is why we decided to writethis gap filling booklet in which we put emphasis on the practical aspects of project work, based on our many years of extensive, worldwide experiences. work, based on our many years of extensive, worldwide experiences. We hope that this study –which is illustrated with many pictures and presentsnumerous practical examples‐ will be an equally useful companion for both junior and experienced project managers.p p j g

Endre Huszár ‐ Blanka Huszár ‐Malacka Huszár ‐ Jenő Huszár

Érd, Hungary 11.12.2008Érd, Hungary 11.12.2008

Acknowledgementsh k f h d d f l h l h b kWe thank Eszter Ruttner for her committed and professional help in writing this book. 

The Authors

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It’s always desirable to appoint the project manager prior toi th j t t   h   h ld ti lcomposing the project team, so he or she could actively

participate in the recruitment process of the team members3

Apply competence‐based selection techniques for thepp y p qrecruitment.

4

The team members should briefly introduce their professionalbackground at the kick‐off meeting.

5

During theDuring thepreparation phase

utilize varioustools…

… and continuoustools… continuoustrainings…

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… to maintain…

… the professional skills of theteam members…

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… in order to ensure thatthey would perform…

… equally well under the most diverse circumstances and…

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… their work wouldmeet the highest

standards...

…  in the most t d it tiunexpected situations

during the executionphase.

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D ’t th t dig d t di thDon’t spare the resources to dig deep to discover theproblematic areas during the assessment phase.

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Rely on the expertise of externalconsultants when necessary duringconsultants when necessary during

the preparation phase.

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Encourage the team membersto keep their ears open to newideas.

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The best ideas often spring to life when the team memberslay their heads together  so the opportunity should alwayslay their heads together, so the opportunity should always

be open to these brainstormings.13

Establish a team spirit that helps the participants to work shoulder‐to‐shoulder to reach the project goals.

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Make sure to tackle the issues causedby distortion of information in thecommunication chain and ask forco u ca o c a a d a o

regular feedback.

Announce the sanctions tobe applied in case of inappropriate operations.

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Make sure to quickly resolvethe internal conflicts withinthe team,… 

… as these would wastevaluable energy of the team 

b d  ld dimembers and would distractthem from work

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Bear in mind that healthy andvariegated nutricion is an variegated nutricion is an indispensable condition…

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…  of highly effective intellectual work.

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In order to pre ent the accidents at ork it is importantIn order to prevent the accidents at work it is important …

 t id   ki g i t d d d… to provide a secure working environment and demandcompliance to safety regulations.

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Explore the internally accessible, existing backgroundmaterials and benchmarks.

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The planning phase should be started after the successfulcompletion of the usercompletion of the userinterviews and a thoroughassessment of allcircumstances.

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Pay attention to the smallestdetails during the planningdetails during the planning

phase…

… as these could greatlyinfluence the successfuloutcome of the project.

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Carefully examine the existinginfrastructure before the inception

of the execution and…

 chart the available facilities… chart the available facilitiesthat can improve work efficiency.

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Identify the externalcontributors who could joinj

forces with the project members…

 for the successful… for the successfulaccomplishment of theproject goals.

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Don’t let the unforeseen difficulties ‐which often involve hardDon t let the unforeseen difficulties ‐which often involve hardand dirty work to rectify‐ break the team members’ enthusiasm

and dedication. 25

Make sure to provideregular, short breaksg

during work, ...

… because these willsignificantly improve theemployees’ concentration and employees  concentration and their load tolerance even underthe most difficult and demanding circumstances.g

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It‘s highly important to make itclear to all beneficiaries of theproject that…p

… the working processesrequired to realize great visionsoften demand the demolition of often demand the demolition of 

the existing, obsoletestructures.

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Make every effort ensurethat the test scenarios take

h id f the widest range of possibilities intoconsideration.

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Careful planning and tightly controlled, plan‐driven executionp g g y , pwill always result in deliverables of the highest quality.

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When all project goals have beensuccessfully reached, don’t missto reward the team members,…

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… celebrate theachievementsachievements,…

… in order to ensure thecontributors’ sustained, highcontributors  sustained, highlevel motivation in the longterm.

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Following the closing of the successful development, give the team membersg g p , gthe opportunity to refresh themselves after the intense work and allow time to

get filled up with energy to take new challenges.

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