Dear PM Advisor,
What are the ideal numbers of projects a PM should be conferred upon simultaneously to effectively manage the projects?
Overworked in Lagos
Dear Overworked,
The first answer to this question is: It depends. It depends on how big the projects are. If you are working on a huge new drug development project, this may be your only job for the next seven years and you may have a project coordinator/administrator who keeps track of status and updates your Gantt chart and budgets for you.
If you are managing a self-sufficient team on a small project you may only require an hour a week to stay on top of this.
Typically you are somewhere between these two extremes and you end up being placed on multiple projects.
If you plan your projects properly, they Gantt chart should be able to show your manager how many hours of your time are required by each project on a weekly basis and that should be the primary indicator of how many projects you can work on.
However, keeping all that information from getting mixed up in your head brings you to a practical upper limit of the amount of projects you can manage simultaneously: FIVE.
Don't let anyone assign you more than that.
Good luck,
PM Advisor
Send your questions to Bruce@RoundTablePM.com
Showing posts with label Resources. Show all posts
Showing posts with label Resources. Show all posts
Monday, September 29, 2014
Monday, January 27, 2014
Dear PM Advisor. Jan 27, 2014
Dear PM Advisor,
I saw your post last week about weak, balanced and strong matrix organizational structures and have a follow-up question. What's the difference between Functional and Projectized org structures. It looks like in the functional structure the projects are only being done by the V.P.'s.
Structured. Hartford, CT.
Dear Structured,
In the Functional org structure, projects are done within each department but coordination across departments for the project's sake are done at the department head level. This tends to be old-fashioned project management so we have to picture ourselves back in Henry Ford's day.
Contrast this with a Projectized org. structure:
In this structure there are no department heads, only heads of projects. The CEO recognizes that no ongoing operations are going on in this portion of the company, merely projects. Each Project Manager has at her disposal, all the functions required to run the project: R&D, Manufacturing, Marketing, Finance, QA etc. All these people are fully committed to the project. The PM can hire and fire at will to suit the needs of her project.
This structure works best in companies that have large, LONG-TERM projects. Because when the project is ending, the team member has no place to go and starts getting nervous about his job. Boeing can be run like this, Google cannot.
I saw your post last week about weak, balanced and strong matrix organizational structures and have a follow-up question. What's the difference between Functional and Projectized org structures. It looks like in the functional structure the projects are only being done by the V.P.'s.
Structured. Hartford, CT.
Dear Structured,
In the Functional org structure, projects are done within each department but coordination across departments for the project's sake are done at the department head level. This tends to be old-fashioned project management so we have to picture ourselves back in Henry Ford's day.
Henry Ford tells his people in 1908 that he wants to create a new car: The Model T. He asks the head of R&D to develop the new design. He asks Manufacturing to figure out how to mass-produce it. He asks Finance to figure out how to price it so that every working man can afford it. He asks Marketing to figure out how to get all these families to buy one. Each department head now has one or more projects to run and he is the Project Manager. No team member on R&D can ask a manufacturing team member a question without going through their department heads.
Coordination BETWEEN projects is done at the department head level. So Henry Ford is the Program Manager and his direct reports are the Project Managers. This is an old-fashioned and extremely inefficient way of managing projects and is rarely seen anymore today.
This structure works best in companies that have large, LONG-TERM projects. Because when the project is ending, the team member has no place to go and starts getting nervous about his job. Boeing can be run like this, Google cannot.
Good luck,
PM Advisor
Send your questions to Bruce@RoundTablePM.com
Monday, November 4, 2013
Dear PM Advisor. Nov 4, 2013
Dear PM Advisor,
I was taking a PMP Prep course recently and a question used the term: "Max Crash Days." This was on a question about decreasing the critical path of a project using crashing and fast tracking. How does one determine Max Crash Days? Shouldn't you be able to crash further?
Crasher in Washington D.C.
Dear Crasher,
Crashing is the process of adding resources to an activity in the hopes of decreasing the duration. This works to a certain extent but not infinitely. The classic example is asking nine women to reach full term pregnancy in one month. Real examples are the addition of a person and another lathe to a metal shaping activity which can halve the duration but eventually you run out of people, or lathes or shifts and you reach that max crash state.
Other tasks are delayed by adding resources. Creation of a document can be an example of this where two minds add inefficency to the activity.
For the purpose of the PMP test, they need to tell you the max crash since they usually don't specify the actual activity and you just look at Activity B and say to yourself: "Let's double the resources and halve the time."
Good luck,
PM Advisor
Send your questions to Bruce@RoundTablePM.com
I was taking a PMP Prep course recently and a question used the term: "Max Crash Days." This was on a question about decreasing the critical path of a project using crashing and fast tracking. How does one determine Max Crash Days? Shouldn't you be able to crash further?
Crasher in Washington D.C.
Dear Crasher,
Crashing is the process of adding resources to an activity in the hopes of decreasing the duration. This works to a certain extent but not infinitely. The classic example is asking nine women to reach full term pregnancy in one month. Real examples are the addition of a person and another lathe to a metal shaping activity which can halve the duration but eventually you run out of people, or lathes or shifts and you reach that max crash state.
Other tasks are delayed by adding resources. Creation of a document can be an example of this where two minds add inefficency to the activity.
For the purpose of the PMP test, they need to tell you the max crash since they usually don't specify the actual activity and you just look at Activity B and say to yourself: "Let's double the resources and halve the time."
Good luck,
PM Advisor
Send your questions to Bruce@RoundTablePM.com
Monday, October 28, 2013
Dear PM Advisor. Oct 28, 2013
Dear PM Advisor,
My company has been unstable lately and my team members are leaving for more secure opportunities. What do I do with the schedule now that fewer and fewer people are working on the same amount of activities?
Sinking Ship in Washington, D.C
Dear Sinking Ship,
I'm hoping you resource-loaded your Project Schedule to show the effort required for each activity. That way you can show how many hours of effort are required. Remember, the hours don't leave with the vanishing team member.
You can then reassign those hours to the remaining team members and level the work to reflect that they only work 8 - 10 hours a day.
This inevitably results in lengthening the duration of the activities and the end date of your project. If anyone argues about your lengthening schedule, show them the facts that indicate why this was necessary.
If you weren't proactive enough to load your project correctly before, sit down with your existing team and plan out the number of hours of effort on the remaining activities and schedule them according to the availability of these resources. Now you just have to tell management: "I had thirteen team members, I'm down to ten, here's the effect on my schedule. If I lose any more, it will increase in duration, if you give me additional resources, I can reduce the schedule. The two go hand in hand."
Good luck,
PM Advisor.
Send your questions to Bruce@RoundTable PM.com
My company has been unstable lately and my team members are leaving for more secure opportunities. What do I do with the schedule now that fewer and fewer people are working on the same amount of activities?
Sinking Ship in Washington, D.C
Dear Sinking Ship,
I'm hoping you resource-loaded your Project Schedule to show the effort required for each activity. That way you can show how many hours of effort are required. Remember, the hours don't leave with the vanishing team member.
You can then reassign those hours to the remaining team members and level the work to reflect that they only work 8 - 10 hours a day.
This inevitably results in lengthening the duration of the activities and the end date of your project. If anyone argues about your lengthening schedule, show them the facts that indicate why this was necessary.
If you weren't proactive enough to load your project correctly before, sit down with your existing team and plan out the number of hours of effort on the remaining activities and schedule them according to the availability of these resources. Now you just have to tell management: "I had thirteen team members, I'm down to ten, here's the effect on my schedule. If I lose any more, it will increase in duration, if you give me additional resources, I can reduce the schedule. The two go hand in hand."
Good luck,
PM Advisor.
Send your questions to Bruce@RoundTable PM.com
Monday, September 30, 2013
Dear PM Advisor. Sep 30, 2013
Dear PM Advisor,
I like your assessment of different personality styles and how they affect the leader and team members. What are your thoughts about dealing with people from different countries?
Ugly American in Ohio
Dear Ugly American,
There are two leading authors on the subject of how national origin affects handling of different scenarios. Their names are Hofstede and Tompenaars. They have both conducted extensive research in this area. Their results can assist you in dealing effectively with global teams.
I like your assessment of different personality styles and how they affect the leader and team members. What are your thoughts about dealing with people from different countries?
Ugly American in Ohio
Dear Ugly American,
There are two leading authors on the subject of how national origin affects handling of different scenarios. Their names are Hofstede and Tompenaars. They have both conducted extensive research in this area. Their results can assist you in dealing effectively with global teams.
They each did research within global organizations into how people from different nations act in different scenarios. Hofstede's Power Distance Indicator, for instance, looks at how comfortable people are in confronting their superiors. In the US and Australia there is little discomfort here while in South Korea, co-pilots would allow an airplane to crash rather than question the judgement of the senior officer.
According to Hofstede, the other differentiators between countries are:
- Individualism versus collectivism
- Masculinity versus femininity
- Uncertainty avoidance
- Long-term versus short-term orientation
- Indulgence versus Restraint
You can imagine that people in China would react differently to Australians in collectivism and long-term orientation but similar in masculinity. But Swedes and Saudi Arabians will act differently in this latter category.
Tompenaars has seven categories:
- Universalism versus particularism.
- Individualism versus communitarianism.
- Specific versus diffuse.
- Neutral versus emotional.
- Achievement versus ascription.
- Sequential time versus synchronous time.
- Internal direction versus outer direction.
Just as I don't recommend changing your personality, I don't argue for changing your culture. It won't work anyway. But remember, there are times when you need to influence someone in authority to wield their power for the benefit of your project. When you are in that situation, you need to be aware of their personality so that your words, actions and dress don't prejudice that person against you. You should also be aware of their culture and avoid acting in a way that is obnoxious to that person.
REad their books and take their classes. They are very useful to global Project Managers.
Good luck,
Dear PM Advisor.
Send your questions to Bruce@RoundTablePM.com
Monday, September 23, 2013
Dear PM Advisor. Sep 23, 2013
Dear PM Advisor,
You put up a good post about Personality Styles for leaders a while ago. Your conclusion was that leaders can be from all the different personalities. But what about team members? Wouldn't you want team members who don't try to hog the spotlight or dominate the conversations?
Talking Here in New Mexico
Dear Talking,
I know what you mean about trying to get a word in edgewise with some team members. I, too, am Extroverted and get frustrated by overly talkative Team Members. But it is important to quell that impulse when putting together a team. Let's talk about the four personality styles proposed by Hippocrates.
Each style has its own pluses and minuses.
You put up a good post about Personality Styles for leaders a while ago. Your conclusion was that leaders can be from all the different personalities. But what about team members? Wouldn't you want team members who don't try to hog the spotlight or dominate the conversations?
Talking Here in New Mexico
Dear Talking,
I know what you mean about trying to get a word in edgewise with some team members. I, too, am Extroverted and get frustrated by overly talkative Team Members. But it is important to quell that impulse when putting together a team. Let's talk about the four personality styles proposed by Hippocrates.
Each style has its own pluses and minuses.
- The Extrovert is good at energizing the team, starting things off and keeping everyone entertained but they are easily distracted and never tie up the loose ends.
- The Analytical is the opposite in that they love to tie up loose ends and stay on task but they can be cold and reserved and never step forward to start things off.
- The Boss focuses on the bottom line and will move heaven and earth to complete tasks on time but they care nothing about hurting anyone's feelings in the process.
- The Amiable is opposite to the boss in that they strive to make sure everyone gets along but they will procrastinate endlessly.
I'm describing people at the extreme end of each personlity style for effect. Rarely are people at the extremes and often they will span two styles. (I'm a mix of Extrovert and Boss)
But the important thing to notice is that having a team made up solely of one type of personality is a recipe for disaster. You need a mix. And make sure you have an amiable to focus on ensuring everone gets along.
Good luck,
PM Advisor
Send your questions to Bruce@RoundTablePM.com
Monday, September 16, 2013
Dear PM Advisor. Sep 16, 2013
Dear PM Advisor,
How can you plan a project if you don't know who needs to be in the room? An Objective is such a powerful tool, shouldn't the right people be there?
I object from Columbus, OH
Dear Object,
Projects don't start in a vacuum. By the time you are ready to plan a project, one of the first steps being the creation of a Project Objective, the project has gone through many early phases. The names of these phases vary from one company to another but during these phases, the idea behind the project has been studied and researched, a business case has been made and the project has been authorized.
Somewhere during these early phases people should have determined the right team for this project. Not to say that during the actual planning we won't discover that someone else is needed we hadn't expected but most of the right people will be there. They can be trusted to craft a good Objective.
PM Advisor
Send your questions to Bruce@RoundTablePM.com
How can you plan a project if you don't know who needs to be in the room? An Objective is such a powerful tool, shouldn't the right people be there?
I object from Columbus, OH
Dear Object,
Projects don't start in a vacuum. By the time you are ready to plan a project, one of the first steps being the creation of a Project Objective, the project has gone through many early phases. The names of these phases vary from one company to another but during these phases, the idea behind the project has been studied and researched, a business case has been made and the project has been authorized.
Somewhere during these early phases people should have determined the right team for this project. Not to say that during the actual planning we won't discover that someone else is needed we hadn't expected but most of the right people will be there. They can be trusted to craft a good Objective.
Good luck,
PM Advisor
Send your questions to Bruce@RoundTablePM.com
Monday, August 26, 2013
Dear PM Advisor. Aug 26, 2013
Dear PM Advisor,
How do you handle overly optimistic folks - those who commit to deliver too much in an impossibly short time?
How do you handle them when senior management loves what they are saying?
If I object - I'm seen as 'not having a positive attitude.'
Just Another Engineer
Dear Engineer,
I love those optimistic folks. I'm one myself. But I imagine your concern is that they commit themselves to unrealistic timelines which ends up delaying the overall project. So let's focus on that aspect of their personalities.
As a Project Manager, during the planning phase, you need to have Team Members commit to hours of effort and duration for the tasks for which they take responsibility. They should make those commitments in front of their peers so that they are more likely to live up to those commitments. If you don't believe their commitments are doable, now is not the time to say so.
But when the project is fully planned, you need to look at their time committed to this project based on all these individual commitments and compare that to the time they are actually available on the project. And when they are over-committed, you need to increase the durations or slip tasks to ensure they can work within their resource constraints. But that did not address any low estimates they may have made. Once again, now is not the time to say anything.
Wait until the project gets going. Then manage their time on task more carefully than you would manage those whose time seemed more reasonable during planning. If they live up to their commitments, you are golden. More likely, they will not be able to meet those aggressive timelines. Gather your facts.
When you have enough data to convince them, show them the facts in a Gantt chart with Baseline Start and Finish Dates. Your conversation should go along these lines. "On the first three tasks you actually completed them in twice the duration you planned. Is this a systemic problem or a one-time problem? If this is systemic, what do you say we double the durations of all your subsequent tasks and put it down to being overly optimistic? If it's a one-time problem, what was the exact nature of the delay and let's figure out how to prevent that happening again in the future."
That should solve the immediate problem and force them to make better estimates on future projects.
As to the management who loves the optimist's estimates, make sure they are copied on the status report that shows that we are doubling the optimist's estimates in the future and why.
Good luck,
PM Advisor
Send your questions to Bruce@RoundTablePM.com
Monday, August 19, 2013
Dear PM Advisor. Aug 19, 2013
Dear PM Advisor,
Do you need dedicated resources to be successful on a project?
Lonely in Maryland.
Dear Lonely,
To quote Groucho Marx: I doesn't huit!
But back in the real world, you almost never get dedicated resources so you would almost never succeed if the above statement were true. (By dedicated, I assume you mean people fully committed 100% of their time to your project.)
For one thing, even if your resources were 100% committed to your project, they may still have two tasks taking up all their time at the same time so this doesn't guarantee success. More likely, though, is that they are working many tasks some percentage of their time over the course of your project. Your job is to ensure that they are not a bottleneck. How do you do this?
When you plan your project, determine how much time they are dedicating to each task, not just the duration of the task. Plug this number into the work column of your Gantt chart. MS-Project will calculate the %time required by your resource over that period. Do this on all tasks and it will nicely add it up for you on a daily basis.
Now you have to look over the View Resource Graph to see where people exceed the % allocated to your project and do something about it. You can set this allocation % in the View Resource Sheet view. Whenever the resource exceeds the allocated %, the bar graph will show red. You need to deal with that.
Before you get too excited, make sure your timescale is correct. Notice in the above graph, it looks like I'm 100% required for a whole week in July while I'm available only 50%. But when I zero in to this week, you see it is only one day that I'm overloaded. Project will show the worst case for each time period, not average.
If you zoomed out I would appear to be 100% loaded for the entire month or year. So look instead for the details.
Next step is to do something about it. You could increase the duration of all activities on that day so that the resource is back within their availability. But be more specific. Look at the tasks using up that time and only increase the duration of tasks not on the critical path. Or delay those tasks to when that resource has availability. Look at the View Resource Usage view to see what is going on:
Here you see it is me drafting the project plan in one day. An activity that is off the critical path. I can do it in two days, or do it in one and spend all the next day on my other project.
But do this manually. Project can do it for you automatically but it cares nothing for the nuances of your project. It will simply increase all durations until everyone is properly resourced with the result being that your one year project will now take ten years. Seriously!
Do you need dedicated resources to be successful on a project?
Lonely in Maryland.
Dear Lonely,
To quote Groucho Marx: I doesn't huit!
But back in the real world, you almost never get dedicated resources so you would almost never succeed if the above statement were true. (By dedicated, I assume you mean people fully committed 100% of their time to your project.)
For one thing, even if your resources were 100% committed to your project, they may still have two tasks taking up all their time at the same time so this doesn't guarantee success. More likely, though, is that they are working many tasks some percentage of their time over the course of your project. Your job is to ensure that they are not a bottleneck. How do you do this?
When you plan your project, determine how much time they are dedicating to each task, not just the duration of the task. Plug this number into the work column of your Gantt chart. MS-Project will calculate the %time required by your resource over that period. Do this on all tasks and it will nicely add it up for you on a daily basis.
Now you have to look over the View Resource Graph to see where people exceed the % allocated to your project and do something about it. You can set this allocation % in the View Resource Sheet view. Whenever the resource exceeds the allocated %, the bar graph will show red. You need to deal with that.
Next step is to do something about it. You could increase the duration of all activities on that day so that the resource is back within their availability. But be more specific. Look at the tasks using up that time and only increase the duration of tasks not on the critical path. Or delay those tasks to when that resource has availability. Look at the View Resource Usage view to see what is going on:
But do this manually. Project can do it for you automatically but it cares nothing for the nuances of your project. It will simply increase all durations until everyone is properly resourced with the result being that your one year project will now take ten years. Seriously!
Good luck,
PM Advisor
Send your questions to Bruce@RoundTablePM.com
Monday, July 8, 2013
Dear PM Advisor. July 9, 2013
Dear PM Advisor,
We are organizing our projects in an effort to start prioritizing them all and staffing up the most important. We are collecting existing projects and resources available to work on projects. The head of R&D seems to be playing the system by not listing his projects as cross-functional and withholding all his resources to work on these 'Internal' projects. Any ideas on how to deal with this?
Resource Hog in Oakland, NJ
Dear Resource Hog,
First of all, congratulations on reaching the PM maturity level where you are actually prioritizing projects. Many companies don't ever get there.
You describe a pretty common problem when companies get to that point. V.P.s and Directors get nervous that this process will slow down their pet projects. Why? Because they are probably not that important to the overall business. They are draining resources away from more important projects. You have to be tough.
The key champion of his prioritization process needs to firmly state the following:
We are organizing our projects in an effort to start prioritizing them all and staffing up the most important. We are collecting existing projects and resources available to work on projects. The head of R&D seems to be playing the system by not listing his projects as cross-functional and withholding all his resources to work on these 'Internal' projects. Any ideas on how to deal with this?
Resource Hog in Oakland, NJ
Dear Resource Hog,
First of all, congratulations on reaching the PM maturity level where you are actually prioritizing projects. Many companies don't ever get there.
You describe a pretty common problem when companies get to that point. V.P.s and Directors get nervous that this process will slow down their pet projects. Why? Because they are probably not that important to the overall business. They are draining resources away from more important projects. You have to be tough.
The key champion of his prioritization process needs to firmly state the following:
- This company does two things:
- Ongoing Operations which provides the money to bring profits to the organization.
- Projects which represent an investment in the future so that the company will make even more profits when these projects are complete
- Projects only show their profits when they are finished
- The company prospers when 5 projects finish, not when 20 projects start
- Projects will be prioritized so that we are only working on the most important projects
- These projects will be fully staffed from the top down
- People not working on Ongoing Operations full time will be placed into the resource pool that will staff these projects
- When we run out of resources, we no longer work on less important projects until those projects we are working on complete and resources are freed up
- This process will result in more projects finishing per year and more profits for the company
- There will be no exceptions to step # 6
Good luck,
PM Advisor
Send your questions to bfieggen@gmail.com
Saturday, June 29, 2013
Sixty-third excerpt from 'Twelve Towers'
That night, Gwilym had an epiphany for his human resource problem. The next day, once the crew was working hard, he went back into the village and purchased some cheap, colored cloth and a pair of spring scissors.
He set about cutting this cloth into many small squares, each about an inch square. Then he took some paper and lined it like they had yesterday with axes showing dates on the x axis and number of people on the y axis. Each week on the x-axis and each half person on the y axis was one inch long. He made one for each skill. Then he called Fred in.
Gwilym explained his idea to Fred. “Each one of these colored squares indicates half a person of a particular skill working for a week.” He placed two on top of each other. “This represents a whole person working for a week. We place this on the chart and we can see what we need given the current schedule. Then, when we change the schedule, we move the pieces of cloth around to make sure we don’t overload our people.”
Fred’s eyes grew wide as he understood, and the two men worked together, placing squares, adjusting the schedule, moving squares, sometimes cutting them further down to indicate a quarter person on even vertically to indicate someone working for a day or two rather than for a week. Within a few hours they were done. They had reached a point where the schedule could be met without stretching resources anywhere. There were a few occasions when they would have to bring on some extra laborers and other occasions when work off the critical path would have to sit until there was a lull in other activities. But their schedule was doable now and the men would have plenty of warning when they could take time off the project and work their fields.
During dinner they stitched the cloth pieces to the paper. Then Fred redid the calendar and placed it on the wall where every member of the team could see it. As the crew left the job-site at the end of the day, Gwilym showed it to them. Each crew member followed their plan on the calendar and took note of the days they would be expected to leave the project.
“How good are you at predicting de future, Gwilym?” asked Tollemache.
“The schedule should be pretty accurate for the next few weeks. Then things will happen that will change the predictions but I will keep this calendar up-to-date. Keep checking back to see how things will change. If you have plans that cannot be changed due to your farm, it becomes my problem.”
The men nodded and walked off home. “What do tha call this tool, Gwilym?”
“Resource planning. No. There will be other plans we need for resources like stone and wood. How about Human Resource Plan? Yes. I like that. Are you putting it in your book?”
“Aye, Gwilym. The song was getting too hard to rhyme. Would you like to see it?”
Gwilym nodded and Fred showed him the book. He had a page in the front that titled all the tools and each page that followed described the tools in detail. So far, the title page had the following entries:
Charter
Stakeholder List
Project Management Plan
Requirements
Scope
Work Breakdown Structure
Activities
Activity Sequence
Activity Resource
Activity Duration
Schedule
Activity Costs
Budget
Human Resource Plan
Gwilym smiled and shook his head. “Fourteen elements to planning a project! And I still think we’re missing some things. What else can you think of, Fred?”
“It would be nice to plan th’bad things that seem to happen on every project, th’things that always seem to go wrong.”
“I’m not sure if that’s possible, but it bears thinking about. What about the stakeholders? We identified them early and came up with a list of them. What are we going to do about them? How are we going to tell them about the project?”
“I like these matrixes. Why don’t I create one for this, too.”
Fred listed the stakeholders of this project on the x axis and the different communications on the y axis. Project plan, Calendar, Schedule, Budget. “What else, Gwilym?”
“We should have regular meetings with the team to see how things are going. Call them Status Meetings. We should put out Progress Reports for people like Sir Kay to see. He’ll also want reporting on budget.”
Sir Kay
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King Arthur
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Euros
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Mostyn.
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Nantlais
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Merlin
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Tollemache
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Project Team
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Quarry
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Sawmill
|
Fred’s Project Notebook
| |
Project Plan
|
I
|
I
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I
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I
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I
|
I
|
W
| ||||
Charter
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I
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I
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I
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I
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W
| ||||||
Status Reports
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W
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W
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W
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W
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W
| ||||||
Status Meeting Minutes
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W
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W
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W
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W
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W
| ||||||
Budget
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Q
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Q
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Q
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Q
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Calendar
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D
|
D
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W
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W
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M
| ||||||
Requirements
|
I
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I
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I
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I
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I
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I
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I
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I
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I
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I
| |
Progress Reports
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Q
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W
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W
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W
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Issue/Problem Log
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Q
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W
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W
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W
| |||||||
Contracts
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I
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I
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I
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I
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I
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I
| |||||
Fred and Gwilym decided how often people would get information and placed notes at the intersection in the matrix. I for as issued, W for weekly, M for monthly, Q for Quarterly.
Fred added the Communications Plan to his Project Management Plan book and Gwilym followed the plan for all their project information.
To read the entire first draft in one shot, click here:
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