Como gerenciar um projeto na prática?

Summary

In this animated project management story, Fabig, a project manager in charge of opening a new branch in Viçosa, is tasked with delivering the project in just six months. Despite initial reluctance, Fabig navigates a complex set of responsibilities, from coordinating design and construction to managing the team and stakeholders. Faced with various challenges, including delays and scope changes, Fabig ensures communication, resolves conflicts, and keeps the project on track. The video illustrates key project management principles, offering a behind-the-scenes look at handling unexpected issues and the importance of staying organized under pressure.

Takeaways

• 😀 A project manager, Fabig, was tasked with managing the construction and operation of a new branch in Viçosa, crucial for maintaining client relationships and business revenue.
• 😀 The project involved various stakeholders, including the financial, architectural, and HR departments, to ensure the branch was set up for operations within 6 months.
• 😀 Fabig initially felt disconnected from the project, as she was from the IT department and already had five ongoing projects, but she had to take it on due to the urgency and the importance of the Viçosa branch.
• 😀 The scope of the project for Fabig included civil architecture, decoration, electrical systems, and staffing, while the financial and insurance parts were managed by others.
• 😀 The project's success heavily depended on collaborating with various departments and external contractors, and the importance of clear communication and defined responsibilities was emphasized early on.
• 😀 The KickOff meeting involved a lot of initial skepticism but helped to establish the project's scope, deadlines, and key deliverables, with everyone committing to the plan.
• 😀 During the execution phase, Fabig faced challenges such as project delays, lack of commitment from team members, and unforeseen changes to the project scope, which tested her management skills.
• 😀 Despite the challenges, Fabig used documentation and clear communication to keep the project on track, even addressing potential delays with careful negotiation and problem-solving.
• 😀 Throughout the project, the team faced frequent changes and unexpected hurdles, but Fabig managed to realign the project by constantly monitoring progress and adjusting the plan.
• 😀 In the end, the project was completed on time, but the hard work and management efforts were not publicly acknowledged. The praise for the project was focused more on the end result rather than the managerial effort behind it.

Q & A

What was Fabig's initial reaction when the president asked her to manage the Viçosa branch project?

Fabig's initial reaction was one of disinterest. She was from the IT department, already handling five other projects, and felt the task of managing a construction project in six months had nothing to do with her expertise.

Why was the Viçosa branch project considered crucial for the company?

The Viçosa branch was essential because one of the company's most important clients would only purchase the company's solution if the branch was up and running, serving maintenance and inventory replenishment. This client represented 15% of the company’s revenue.

What challenges did Fabig face in terms of the project scope?

Fabig’s scope was complicated by needing to manage areas like architecture, civil construction, interior decoration, HVAC, electrical systems, and data communications, alongside human resources for hiring and procurement for furniture and equipment.

How did Fabig organize the project's execution after the kickoff meeting?

After the kickoff meeting, Fabig organized weekly meetings to track progress, identify risks, resolve issues, and reassess the project timeline. She coordinated closely with the team to ensure tasks were done on time and according to the project plan.

What specific problem did Fabig encounter during the execution phase?

Fabig encountered a delay when one of the project designers failed to complete the necessary technical drawings on time. This delay threatened the entire project timeline, especially since it was a critical task.

How did Fabig handle the designer’s delay in the project?

Fabig handled the delay by having a conversation with the designer, showing him the documented impacts of his delay, and emphasizing that she had all the necessary controls in place. This led to the designer completing the task, though it caused a three-day delay.

What role did the project’s stakeholders play in the project’s success?

Stakeholders, including the president, the finance team, Charlotte (the architect), and the external suppliers, played key roles in decision-making, ensuring tasks were completed on time, and adapting to changes that arose throughout the project.

What was the final outcome of the Viçosa branch project?

The Viçosa branch was completed within the reworked timeline, and during the inauguration, the client’s director praised the branch’s appearance, lighting, and interior design, though the efforts of the project manager often go unnoticed unless something goes wrong.

How did Fabig deal with the pressure of managing this high-stakes project?

Fabig managed the pressure by organizing the team effectively, handling conflicts when they arose, and maintaining a clear focus on the project goals. She also took moments for personal reflection, which helped her stay grounded.

What lesson did Fabig learn from managing the Viçosa project?

Fabig learned the importance of understanding the broader context of a project, dealing with challenges proactively, and how detailed planning and strong communication can help in managing even the most complex projects. She also recognized that in project management, results often overshadow the effort involved.