Archive for May, 2012

#Social Madness is here, and Milestone is “in it to win it”

May 31st, 2012

Beginning June 1, 2012, the Business Journals in 43 cities across the United States are hosting a social media competition.  Companies had to apply to be included in the competition, and Milestone Project Management was one of the firms to be selected to compete.  We are very excited, but we NEED YOUR HELP!!!

I know what you are saying….”but Scott, how can I help Milestone win this competition, what with my busy work day and all??”

The answer, Virginia, is quite easy!

First, go to our website and click on the #Social Madness button.

Secondly, LIKE us on Facebook!!

Lastly, follow us on Twitter!!

The first round of competition ends on June 19th, with the top 8 companies in our “Houston <100 Employees” bracket moving on to compete for the overall Houston “Houston <100 Employees” winner, to be announced on July 17th.

From there, all the city champs will be competing against each other nationally, with the three size category winners announced on September 11th.

Please help us put forth a strong effort by telling all of your friends, relatives, fans and colleagues about Milestone Project Management.


Project Steering – a project management philosophy at Milestone

May 18th, 2012

Milestone has a reputation for customer service and support, which is manifested through the philosophy of “Project Steering”.

Project Steering is a framework for decision making that provides expertise, guidance and assistance to the Owner. Through project steering Milestone defines the issues, objectives, requirements and goals to enable the Owner to make decisions quickly and with confidence.

The tenants of Project steering are to fully understand the people and positions, policies and procedures and project objectives (cost, schedule, market strategy, etc.).  By building your knowledge bank while familiarizing yourself with schedules, project cost estimates,  and contracts, the project manager becomes armed with the basic information of the “ground rules” of the project and then can craft an implementation strategy supported on that foundation.

Collaboration is the key to continuously refining the project data and assigning tasks and accountability to the project team.  We ask your team members for commitments and hold them accountable for their actions.  We lead meetings – communicating and facilitating discussions for decision making and information gathering – these are the core functions of a Milestone project manager that is implementing Project Steering.  We believe that the Owner, through the project manager, should maintain the project documentation and be responsible for meeting minutes and action items.  We are accountable to our team, we provide timely information, seek out questions and answers and remain accountable after the project is completed and occupied.

We invite participation in lessons learned sessions and when required we provide constructive criticism and implement plans for improvement.

One of the most important things we do is say “please” and “thank you.”  We also Smile – it sounds trite and perhaps a little naive, but its one of the key components to this philosophy, and its very easy to do every time.

Milestone recommends that every project manager read Barbara Bryson’s “The Owner’s Dilemma” for more detailed information on the philosophy of Project Steering.

Success is defined through metrics.  We work to quantify success based on the Owner’s measuring the basis in objectives: time, cost, project requirements and objective/definable goals.  We also seek to quantify the intangibles such as the level of satisfaction with the outcomes and the willingness to work together on future efforts.

You must establish:

  • Common Ground
  • Shared Goals and Objectives
  • Metrics of Success

The advantages of our approach:

  • Experience-based management decision support
  • A collaborative effort
  • All team members are valued
  • Early team involvement optimizes the potential value of the team
  • Definable and measurable goals and objectives
  • Cost and schedule control are inherent to the process
  • Involvement is welcomed and encouraged
  • Predictable and exceptional results