Since Microsoft Project's initial release in 1984 it has evolved  into an incredibly powerful and sophisticated project management tool.  One of those sophisticated features is calendars.  As one of my heroes  Spiderman says, "with great power comes great responsibility".  As a project manager, you can exploit some of the cool capabilities with Microsoft Project calendars, but beware, you could really tie your shorts up in a knot if you start getting too fancy with project calendars.  In addressing this topic, I want to start off by telling you what Microsoft Project help says about calendars then give you a few tips to help you avoid Project Manager hell when trying to develop a meaningful and realistic project schedule.      

Begin rant.

Recently I've noticed a trend which frankly really ticks me off.  My observation is that more and more project managers are becoming hyper risk-averse and demonstrating an unwillingness to accept accountability for the projects they manage.  One tell-tale sign which I've noticed is the usage of "matrixed" organization charts.  In matrixed organization charts, the project team is depicted using different types of team leads shown vertically and horizontally on the organization chart.  With a matrixed organization, team members may have a "solid line" reporting relationship to one manager and a "dotted line" reporting relationship to one or more managers.  Now, I fundamentally don't have a problem with the collaboration aspect that a matrixed organization enables; where I do have a problem is when the matrixed organization makes it difficult to pinpoint who has accountability for the project. 

Excerpted from The Project Management Advisor - 18 Major Project Screw-Ups And How To Cut Them Off At The Pass (Prentice Hall, 2004)

Virtually every (rational) project has at its core a need to solve some problem that is perceived by someone.  Problems can manifest themselves as barriers to getting something done (“we can’t possibly ship 10,000 units/week with our existing systems”) or as opportunity to doing something better (“we need to reduce the cost of processing purchase orders by 20%”).

In any event, there is a desire to do something tomorrow that can’t be done acceptably today. Admittedly, some of the most fun projects that I have worked on have been the “omigosh, we need to get this done or else” projects.   I have seen the greatest clarity of purpose on projects where there was a very real and tangible consequence to not completing the project successfully.  One outstanding example of this that affected virtually every business on earth was the Y2K computer scare.  One of my jobs was in ensuring that our mission-critical vendors were adequately prepared for Y2K and that there would not be any business interruption to our company as a result of a vendor’s failure to perform.

Tom looked at the clock.

“Midnight,” he said to himself as he took a sip of coffee. The milestone review for the second phase of the project was the next day. As he updated the project plan, he came across the organizational change management tasks that were supposed to be done in phase one that got pushed to phase two. He saw that the tasks were still zero percent complete.

“We’ll pick them up later,” he said to himself as he added the tasks to the phase three workplan.

During the milestone review the next day, Tom’s manager, Gayle, asked about the incomplete organizational change management tasks.

“Ran out of time,” Tom said. “We’ll get them done in phase three.”

“Isn’t that what you told me three months ago during our phase one review?” Gayle asked.

Tom looked down. “Um, yeah,” he said.

“Phase three is even more intense than phase two, what makes you think you’ll get the OCM tasks done in phase three if you didn’t get them done in phase one or two?”

“Gayle, we’ll get them done,” Tom said.

“OK, I’m holding you to it, Tom.”

Three months later, at the phase three milestone review, Tom walked through the workplan, then got to the OCM tasks. Tom knew what was coming.
​
“Still not done,” Gayle said as Tom avoided her gaze.

On a recent project my company was working with a frozen seafood manufacturer to help them bring a specialty frozen seafood product to market.

A huge component of getting this project done was the packaging; it had to be eye-popping and appealing while protecting the frozen seafood pieces inside.  After a number of design sessions with the packaging manufacturer, we received the finished packaging.  What was initially exuberance during the design session turned into disappointment when we saw the finished product.  Some of the graphics were a bit blurry, a re-sealable zipper wasn't included, and a clear window to view the contents inside was missing.  Our emotions went from disappointment to anger as the manufacturer told us it would be a number of weeks before a new delivery of the packaging could be done.  If we took this route, a key delivery to a very important customer of ours wouldn't be met.  What a pickle.

When I screw up, I have one way that I have found effective at helping me get through it and learn from it.

I write about it.

This is one of those royal jerk screw-up times.

Patty and I stayed at a hotel where we paid about $300/night. The room was clean and the location good, but the service and amenities were definitely substandard, certainly not something we’d expect from a $300/night room. The night before we checked out, we put together a number of issues and I sent it to the hotel’s customer service site, requesting a reduction in our room rate. The next morning, I talked with the hotel sales director about some of our issues. She was pleasant and empathic and said she would talk with the general manager.  A couple of hours later while driving we got a call from the sales director informing us that the hotel would not make any adjustment.
​
This is where the jerk part comes in. 

​“I’m in!” Lori, the department general manager said to Caleb.

Caleb had just joined Lori’s department from a competitor where he had worked for two years after college. This was his first one-on-one meeting with Lori. Lori had a strong reputation as a people cultivator and looked for opportunities to grow her staff with in-the-moment learning opportunities. She was about to get that opportunity with Caleb.

“Great to hear. I can get going on the plan right away,” Caleb said.

“That’s great, now what do you need from me?”

Caleb stopped. “Um, I’m sorry?”

“What do you need from me?”

“Uh, nothing.”

“Nothing? Do you have the support you need from my management team?”

“Well, I was going to talk with them about it.”

Seeing the teachable moment opportunity, Lori decided to help Caleb think things through.

​“Not now.”

Vic’s heart sank when he heard Tania, the VP of his division, utter the words. He thought he did everything right; made sure he had his facts right, clearly articulated the problem, and got Tania to acknowledge both the problem and his proposed solution. He thought it was a done deal. After the meeting, Vic went into Brenda’s office to vent. Brenda and Vic had been peer-mentoring each other ever since Vic joined the organization, so he felt safe confiding in her.

“I just don’t understand it!” Vic grumbled. “The problem is as clear as the nose on my face, and the solution is a no-brainer.”

“What did Tania say?” Brenda asked.

“Not now.”

Brenda leaned back in her chair. “Not now, eh?”

“Right, not now.”

“Let me ask you something,” Brenda said.

“Gosh, this is a huge problem!” Renu said, leaning forward, elbows on the table, hands clasped in front of her.

Bert smiled, pleased with Renu’s reaction. Bert was a newly-promoted warehouse supervisor, having worked in the warehouse for two years fresh out of high school. He proved himself to be a hard worker with a lot of promise. Renu, the plant manager, saw Bert as a high-potential employee who had the passion and talent to ultimately take her job someday.

“I’ve been saying this was a problem for a long time,” Bert said.

“So what do you think we should do about it?” Renu asked.

Bert stopped for a minute, not expecting the question. “Well, I’m not sure.”

“You’re not sure?” Renu asked, her eyes locked with Bert’s.

“Um, no, not yet.”

“Not yet?”

Bert could feel the little droplets of perspiration forming on his forehead.

“Bert, you bring me a problem, but no proposal on what to do about it?”

“Well, I, uh, didn’t think we’d be talking about solutions here.”

​Renu saw what was happening and decided to turn the meeting into a teachable moment. 

“This is a big price tag,” Rhonda said as she looked through Tom’s proposal.

Tom didn’t expect the resistance he was getting from Rhonda, his organization’s vice president. Tom had just been promoted to manager of a small team and was in it to make a splash in the organization. He unveiled a bold proposal to implement new enterprise software that would replace an existing system that had been in place for several years.

“Yes, it’s a high price, but this is leading-edge technology that will help propel us into the future. Our current system uses old technology that will be obsolete. Now is the time to act.”

“But what we have is working and stable,” Rhonda said.

Tom’s frustration grew with Rhonda’s resistance. “Yes, today it’s working, but what about tomorrow?” Tom asked.
Rhonda looked at her watch. “Tom, we’re just about at time. Let me give you a bit of coaching.” Rhonda was big on cultivating her staff and used situations like this as teachable moments.

“Um, OK,” Tom said.

“I love your passion and creativity. Those attributes will serve you well as you progress in your career. Do you want to know where you missed the mark on this proposal?”