As described in the previous post, Micro.P3.express is a streamlined and minimalist project management framework tailored for micro-projects with team sizes ranging from one to seven members. It’s a derivative of the broader P3.express system, specifically designed to suit smaller-scale initiatives that can occur in various environments, from large organizations to individual efforts.
The framework is organized into a cyclical process with several stages, each comprising different management activities. These include project initiation, weekly and daily management, weekly closure, project closure, and post-project management. Each stage is structured to ensure the systematic progression of the project, with checks and balances like peer reviews to maintain project quality.
Micro.P3.express is particularly useful for projects that require minimal administrative overhead while still providing a structured approach to project management. It’s non-proprietary, freely available under a Creative Commons license, and supported by the Erasmus+ Programme of the European Union, reflecting its educational and accessible design ethos.
For further details, including access to training resources and the online manual, you can explore more about this framework on its official website. This provides a good starting point for anyone looking to implement a simple yet effective project management tool in smaller project settings.
Due to its simplicity, Micro.P3.express is the perfect tool to adopt, while managing family projects to streamline and add structure to various types of tasks, from simple home improvements to organizing events or managing a family business project. Here are three hypothetical examples of how this framework could be applied to family projects:
- Home Renovation Project:
- Project Initiation: Family members meet to define the scope of the renovation, decide on the budget, and choose the main decision-maker or project manager.
- Weekly Management: Each week, the family reviews the progress, adjusts the task list based on completed jobs or unexpected issues, and discusses the upcoming week’s focus, such as painting or plumbing.
- Project Closure: After completing the renovation, the family inspects the work done, discusses any final adjustments, and celebrates the completion. They might also review the overall process to note improvements for future projects.
- Family Reunion Planning:
- Project Initiation: The organizing committee (a small group of family members) identifies key tasks such as venue booking, catering, and invitations, and distributes these responsibilities.
- Weekly Management: Regular virtual meetings are held to update on the progress of tasks like RSVPs, food arrangements, and activity planning. Adjustments are made based on feedback from the broader family group.
- Project Closure: Post-event, the committee reviews feedback, evaluates financials against the budget, and archives important documents like contracts and receipts. They share successes and learnings with the family, potentially improving the planning of future reunions.
- Long-term Educational or Career Goals for Children:
- Project Initiation: Parents set up a meeting to outline goals such as college education or technical training for their children, discuss funding options, and establish a timeline.
- Weekly Management: They monitor progress in school or extracurricular activities, adjust learning resources, and meet with educational consultants or tutors as needed.
- Project Closure: Upon achieving the educational milestone, the family reviews the process, documents the outcomes, and celebrates the child’s success. They also plan for the next steps, like college entry or job search.
Let’s explore how Micro.P3.express can be used for the project in the first example:
PROJECT INITIATION
A1 – Identify the high-level decision maker(s). The family agrees that one of the parents, who has prior experience in construction, will serve as the project manager. This step ensures that there is a clear authority figure who will make crucial decisions and drive the project forward. It helps in preventing conflicts and confusion about responsibilities.
A2 – Understand and distribute the hats. The project manager assigns roles such as financial manager to one spouse for budgeting, while the other spouse handles design and aesthetics.Distributing roles based on each family member’s strengths and interests promotes engagement and ensures that all critical areas of the project are covered by someone capable.
A3 – Select tools and create a project repository. The family uses a shared Google Drive folder to store all renovation documents, including contracts, receipts, and design choices, and decides to communicate through a WhatsApp group.Choosing the right tools that everyone can access and use easily helps in maintaining organized and up-to-date records of all project activities, crucial for smooth operation and future reference.
A4 – Create a common understanding. The family holds a meeting to discuss and finalize the scope, design, and timeline of the renovation, ensuring everyone’s expectations are aligned.This step helps prevent future conflicts by making sure everyone understands the project goals, expected outcomes, and timelines right from the start.
A5 – Have Project Initiation peer-reviewed. A close friend with project management experience is invited to review the project plan to provide feedback and suggest improvements. An external review helps to identify any potential oversights and improves the project plan’s robustness by incorporating diverse perspectives.
A6 – Make a go/no-go decision. After reviewing the budget, timeline, and design plans, and receiving positive feedback from the peer review, the family collectively decides to proceed with the renovation. This final step in the initiation phase serves as a checkpoint to ensure that all family members are committed and all necessary preparations are in place before starting the actual work.
A7 – Conduct a focused communication. The project manager sends out a detailed email to all family members summarizing the project plan, roles, timelines, and next steps, and schedules a weekly meeting to discuss ongoing progress. Effective and focused communication ensures that everyone remains informed and can raise concerns or provide suggestions in a timely manner.
WEEKLY INITIATION
C1 – Revise and refine the common understanding. At the start of each week, the family meets to review the renovation progress against the original plans and adjusts the scope based on the work completed the previous week, addressing any discrepancies or unexpected issues. This step is crucial for keeping the project aligned with the family’s expectations and adjusting plans based on real-time feedback and situations, ensuring everyone remains on the same page.
C2 – Have the Weekly Initiation peer-reviewed. A neighbor with experience in DIY projects reviews the plans for the upcoming week to offer advice on the tasks planned and suggests any necessary adjustments based on their experience.
Peer reviews help to bring in external expertise, which can offer new insights and potentially save time and resources by pointing out more efficient approaches or common pitfalls.
C3 – Make a go/no-go decision. After the weekly review and having considered the peer feedback, the family decides whether to proceed as planned, delay, or adjust the week’s tasks based on current progress and resource availability. This decision-making step acts as a weekly checkpoint that allows the family to pause or adjust their strategy, ensuring that they do not proceed with unresolved issues or potential mistakes.
C4 – Conduct a focused communication. Once the week’s plan is confirmed, the project manager sends a brief to all family members outlining the agreed tasks, individual responsibilities, and deadlines for that week, along with any important notes or reminders. Effective communication at this stage ensures that everyone understands their tasks and deadlines for the week, fostering accountability and helping to prevent misunderstandings or oversights.
DAILY MANAGEMENT
D1 – Manage follow-up items. Each day, the project manager checks the progress of tasks assigned the previous day, addressing any follow-ups such as material procurement delays or issues with hired contractors. They update the task list and prioritize for the next day based on what was or was not accomplished. This step is essential for keeping the project on track by continuously updating and adjusting the daily workload based on real-time progress and issues. It helps to ensure that no critical tasks fall through the cracks and that resources are efficiently allocated.
D2 – Close completed deliverables. At the end of each day, the family inspects completed work, such as a newly painted room or installed kitchen cabinets, to confirm that the work meets their standards. They then mark these tasks as completed in their project management tool. Regular review and closure of tasks help maintain momentum and provide immediate satisfaction from visible progress. It also allows the family to address any quality issues promptly before moving on to subsequent stages of the renovation.
WEEKLY CLOSURE
E1 – Measure and report performance. At the end of each week, the project manager gathers data on what was planned versus what was actually completed, including budget spend and material usage. They compile a brief report summarizing the week’s achievements and challenges. This step is critical for tracking the efficiency and effectiveness of the project management efforts. It allows the family to see clear metrics on progress, helping to maintain budget control and schedule adherence.
E2 – Evaluate stakeholder satisfaction. After the weekly review, the project manager informally interviews family members to gather their thoughts on the week’s progress and their satisfaction with the results. This step ensures that the project aligns with the expectations and satisfaction levels of all stakeholders involved. It’s vital for catching and addressing any dissatisfaction early, ensuring the project continually meets the family’s needs.
E3 – Capture lessons and plan for improvements. Based on the weekly performance report and stakeholder feedback, the project manager identifies any lessons learned, such as the need for better quality control or more efficient contractor scheduling. They then plan specific improvements for the next week.
This step is about continuous improvement and adaptation, crucial for improving processes and outcomes over the course of the renovation. It helps the family learn from their experiences and apply those lessons in real-time to enhance project execution.
E4 – Consider swapping hats for the week. Seeing the need for a change in certain management aspects, the project manager proposes rotating the financial oversight responsibilities to another capable family member for the next week to provide fresh perspectives and even out workload. This step can rejuvenate the project by bringing new ideas and energy into different roles, preventing burnout and promoting engagement among all family members.
PROJECT CLOSURE
F1 – Double-check and hand over the final output. Once all the renovation work is completed, the project manager conducts a thorough inspection with the contractors to ensure all work meets the agreed-upon standards. Any final adjustments are made, and the project manager formally accepts the completion of these tasks. This step is crucial to ensure that the project deliverables are up to standard and fully completed before formally closing the project. It helps avoid future disputes or dissatisfaction related to the quality of work.
F2 – Evaluate stakeholder satisfaction. The project manager surveys family members to assess their satisfaction with the newly renovated areas and the process overall. This could be done through a simple feedback form or a family meeting. Evaluating stakeholder satisfaction allows the family to express their views on the project’s success and any areas for improvement. This feedback is valuable for future projects and helps ensure that the outcomes meet everyone’s expectations.
F3 – Have the Project Closure peer-reviewed. An external advisor or a knowledgeable friend reviews the completed project to ensure that all aspects of the project were properly managed and to suggest areas for improvement in future projects. Peer review at the closure phase provides an unbiased perspective on the management and execution of the project, offering insights that might be overlooked by those who were closely involved.
F4 – Consider swapping hats for Post-Project Management. With the renovation project completed, the family decides to rotate the project management role to another member for the next project, using lessons learned from this project to guide future initiatives. Rotating roles can help distribute the workload, foster new skills among family members, and bring fresh perspectives to future projects.
F5 – Archive the project documents. All contracts, receipts, design plans, and other project-related documents are organized and stored in a designated file cabinet or digital archive for future reference. Proper documentation and archiving are essential for maintaining a record of decisions, expenditures, and agreements. This archival is beneficial for any future renovations or in case of disputes.
F6 – Celebrate! The family organizes a small celebration to mark the completion of the renovation, inviting friends and relatives to see the changes and enjoy a relaxed gathering. Celebrating the completion of a project not only marks an important milestone but also helps to appreciate the efforts of all involved, boosting morale and providing closure.
F7 – Conduct a focused communication. Effectively communicate the post-project evaluations and any new ideas that have been generated to all stakeholders, ensuring clarity and understanding of the outcomes and future opportunities. This final stage ensures that all the learnings and benefits from the project are clearly communicated, helping to set the stage for any future projects or continuation of the work.
POST PROJECT MANAGEMENT
G1 – Evaluate the benefits. A few weeks after the renovation, the family assesses the benefits of the project. They consider factors like improved functionality, aesthetic enhancement, and increased property value. Feedback is gathered from all family members on how the new spaces are affecting their daily lives. This step allows the family to reflect on the tangible and intangible returns from their investment. Evaluating the benefits helps validate the project’s success and informs decisions about future renovations.
G2 – Generate new ideas. Inspired by the success of the renovation, the family holds a brainstorming session to discuss potential future projects, such as landscaping the garden or upgrading the home’s heating system. This step harnesses the momentum and enthusiasm generated by the successful completion of a project. Generating new ideas immediately after a project can capitalize on the creative energies and positive experiences of the team members.
G3 – Conduct a focused communication. The project manager compiles a final report detailing the outcomes, benefits, and potential new projects identified. This report is shared with all family members to ensure everyone is informed and has a chance to provide input on future plans. Effective communication at this stage helps to maintain transparency about what has been achieved and what could be next. It also ensures that all family members are aligned and have the opportunity to contribute to future project planning.
