Task management is typically thought of as a business or organisational term, and it is real to say that task management techniques are generally used to “significant” projects within an organisation. For instance, the setup of a new computerised accounting system would (or should) be managed as a task; the style and develop of a brand-new airplane would be handled as a project; a major restructuring of a company or organisation need to be managed as a task.
Prior to the time I had my own business, I was associated with job management in some rather different types of jobs. Those experiences were indispensable, with each project being rather complicated in its own right, and affecting many people in numerous departments and disciplines. Their day-to-day working lives were to alter; their working practices were to be changed. As the technical, administrative, organisational, practical and monetary elements of each job, change itself had actually to be handled.
Something that is constantly present in any project is the personal component. The successful result of a job does not just depend on the planning and application of the task detail. It will constantly depend upon the people impacted and the people on the job team; how those 2 sets of people communicate is likewise important, and particularly how the task group will deal with concerns, or even outright opposition, of the individuals, or groups of people, who will be straight impacted by the job on completion.
From observation and experience, if the “people aspect” of a job is not handled well, the job is at threat of hold-up or even total failure. The individuals affected do have to be embraced as an integral part of the project. For this reason, I would spend as much time, as a job leader, in handling the workers to be affected by the job’s implementation, as I would with employee, and technical and preparing concerns.
It is because of this experience that I have actually got used to the concept of job management, and individuals impacted, being carefully associated. I then began to wonder whether, in a non-project situation, individuals might make use of job management techniques and principles, to manage essential elements of their individual lives.
My thoughts turned to individual success: if an enthusiastic individual had a vision of success, could they not take that vision, treat it as a task, plan exactly what is had to accomplish that vision, and then carry out that job similar way a business would with a job to set up a brand-new computer system? A brand-new computer system started out as a vision of someone within that company or organisation.
At the very least, some lessons from task management might be of help to an individual who has a desire to succeed, whatever that success may require. The path to that ultimate success can be broken down into various aspects, much as the setup of a brand-new computer system can. Surely a plan to accomplish success can be devised and executed in similar method? And after that managed appropriately?
In Part 2, I will consider exactly what lessons can be gained from project management in your very own “Project Success”.
Prior to I had my own business, I was involved in project management in some rather different types of projects. It will constantly depend on the individuals impacted and the people on the task team; how those 2 sets of people interact is likewise critical, and specifically how the job team will deal with issues, or even straight-out opposition, of the individuals, or groups of people, who will be directly impacted by the job on conclusion.
From observation and experience, if the “individuals aspect” of a job is not managed well, the task is at danger of hold-up or even total failure. For this factor, I would invest as much time, as a project leader, in dealing with the personnel to be impacted by the project’s execution, as I would with group members, and technical and planning issues.