Be For Something!

From the awesome book -"Rules of Thumb" (Alan M. Webber)

"In general, it’s a good idea to learn to speak  economics, if you can’t already. That’s because people on both sides of a fight respect the dollars and cents of an issue. Proving that your solution is less expensive and works better makes your moral arguments all the more compelling.  ... it’s not enough to be against something that’s bad — you’ve got to be for something that’s better."

I am for taking a vacation. See you in a couple weeks.

Does your Your Project Management Organization Measure Up?

Previous research has concluded that there are several factors that lead an organzation to be great at project management.  The top ones are:

A Formal Project Management Structure

Defined Repeatable Processes

Executive Involvement in Project Management

Project Management Tools

Experienced  Wise Project Managers (Knowledge + Experience = Wisdom)

How does your organization measure up?

New Project Checklist for Project Sponsors

Identify the participants and their roles

Identify potential project team members as well as the major stakeholders.  Keep in mind the project manager should have the final say as to the project core team members.

Assign an experienced project manager early

I recently changed jobs and haven't taken the time to post to this blog.  To all the people that visit here and support this blog, thank you.  I will be posting more often in the future.


This Project Manager will make or break a project.  Be sure the individual has the expertise to manage the project and works well with others.  Don't hesitate to look at outside sources if a qualified project manager isn't available internally.

Assess the qualifications and experience of the project team members

Along with the project manager, initially assess the experience and character of potential team members.  Keep in mind the importance of well-rounded team players, and their ability to work well with others.

Complete a high-level charter

A preliminary project charter with major milestones and project objectives should always be completed by the sponsor.  After the charter is apporved and issued the sponsor can work with the project manager to identify some of the key tasks for each milestone.  It is understood that this initial "plan" is only preliminary, and will be refined over time by the project manager as he works with the team.

Ensure an issues tracking system is put in place

Ensure the project manager develops a method to track all issues and their resolutions.

Ensure there are regular project progress meetings

Work with the project manager to ensure that regular status meetings are held with key stakeholders, the sponsor, and core project team members.

Setup a regular schedule for status reporting.  Establish the criteria for regular status reports and the information they should contain.

Conduct a project kickoff meeting

Officially start the project with a meeting of all project stakeholders. The project manager and project team should be introduced, the milestones reviewed with estimated completion dates (dates at this point are just guesses), and expectations as to the level of participation and responsibility.

History Can Teach Us!

Have you heard the old quote by philosopher and poet George Santayana that states, "Those who cannot remember the past are condemned to repeat it"?  In project management, we need to remember that historical data is our best friend when planning new projects.  Do not forget when doing your planning to use empirical data from past projects. This data can help to reduce negative risk and increase your odds for project success.

Other information to review when planning new projects:

Review your companies past project files for information about past resource estimates, lessons learned, budget data, risks, assumptions, etc...

Conduct interviews with select project team members from past projects to understand what went right and what went wrong.

Interview stakeholders and other project managers for lessons learned from their past projects.

Do searches on the Internet about similar projects to gather information which might assist in planning your project.

Most importantly, use Risk Management during the planning cycle to identify issues that could cost you big later on.

Finally, do not fall victim to the project manager's curse of not learning from the past. Remember the old saying, "Those who cannot remember the past are condemned to repeat it" 

Today is the 66th Anniversary of the D-Day Invasion at Normandy. We should never forget the horrors of that day- June 6, 1944.

Tom Peters on Social Media

An Amateur's View of Social Media Circa May 2010 Disorganized Musings

Tom writes - "On the evening of May 26, I made my first "presentation" (an informal talk) on social media. The affair, called "Sweets & Tweets," was held in Georgetown and hosted by corporate social media consultant Debbie Weil. I participate in social media somewhat myself, but in no way, shape, or form am an expert. Moreover, I did not spend an enormous amount of time preparing—the talk was intended to be "off the cuff." But with my obsessive penchant for lists (ah, engineers), I did jot a few things down which I shall simply call "musings from an incredibly old guy and unadulterated amateur" on social media:"

  Click here to read the rest on Tom's Website

Thick Skinned Project Managers

Many people have fallen into a bad habit of taking things too personally because they want to protect the smaller picture (self) instead of the big picture (other people, relationships, the situation, and sometimes the truth). How do we get through the times where having a positive attitude seems impossible? Well, we can always choose to act as if the positive feelings/attitudes are still there. It is that simple, and it is always our choice.


We choose all of our feelings and actions. No one else is at fault for what we think, what we feel, and how we act. As Project Managers we can't let others dictate how we feel about ourselves. Project Managers by nature need to have thick skin and can't let the opinions of a few dictate how we feel and act.


It isn't a radical idea to believe that we can choose how to behave, regardless of how we feel. Additionally, by changing our behavior we might just discover that behaving differently can change how we feel. This changing of behavior knocks aside the notion that feelings help us find truth, especially when we are trying to assess an important business or life situation.


I feel that the old saying "Perception is Reality" is destructive. Many people act solely on what they perceive. Perception is only Perception. We can argue about what Reality is, or is not, but basing Reality on what we perceive can really screw up Reality for us and everybody else.


Mental Note for Slow Learners: Sometimes it seems like you can't change anything. Sometimes by changing yourself you change everything.

The Project Manager as Planner (Revisited)

I think everyone agrees that one of the primary responsibilities of the project manager is planning.  As part of the planning process, the project manager's main responsibility is to build the high-level plan.  However, it is the responsibility of the line/functional managers to build in or provide the details of the plan.  We know that the project manager does not or should not control the resources that will ultimately do the work, but the project manager is responsible to see that that work is done right, on time, and on budget with expected quality....and the customer is satisfied with the project results.  

Some items to consider when starting the planning process are:

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  Define your tasks using non-technical language, and include descriptions or notes detailing the work involved
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  Create milestones in your schedule to help track progress and use them as quality gates
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  Ensure you have agreement with the line managers about the skill sets required of his or her resources
  Ensure that key stakeholders assisted in building the Scope Statement, Project Objectives and the Project Plan.
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  Define up front how you will measure performance
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  Define up front how you will measure quality
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  Ensure you have a strong project sponsor that is engaged and supportive
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  Use Communication plans to keep everyone informed
  
  
  While there are many other things that will go into the planning process, I believe the above list is a good start.  
  
  
  Do you have a comment?  Leave it here.

Project Bottlenecks

Gary Hamel writes in the article “Strategy or Revolution”/Harvard Business Review - “Where are you likely to find people with the least diversity of experience, the largest investment in the past, and the greatest reverence for industry dogma? At the top!”

What is the message here?  Manage the people at the top to ensure project success!

Martin Luther King, Jr. Quote

"Human salvation lies in the hands of the creatively maladjusted." -- MLK Jr.

Trust But Verify (Always)

To be successful in project management and life you must be trusting, but also trustworthy. I learned a difficult lesson recently that blind trust can be a flawed strategy.

Always, always remember, trust must first be earned! Trust takes time, effort, and commitment in order to grow and and be sustaining.

We need to be trusting of others, but first we need to ensure our goals are aligned and we take the time to build a meaningful partnership. Don't rush this phase!

You can't build a long lasting relationship without trust, and you can't have a meaningful relationship with petty self-serving people that are only out to serve their own agenda.

Be trusting, but be vigilent. All that glitters is not gold.

Differences Between a Good and Bad Leader

Here are a few of my thoughts regarding good and bad leaders

Good Leaders...

need to have a vision that is different, but still able to be accepted by the masses.

step outside of their comfort zones to make change happen

take risks, make sacrifices, and sometimes pay a cost to achieve their vision

instill confidence in others because they themselves are confident

build consensus

with charisma can change organizations

are encouragers

are positive

have the interests of others above their own

attract followers

bring new perspective to problem solving

are enablers

are an inspiration

Bad Leaders...

drive wedges in between people, teams, and organizational structures

don't stand up for their peers or their subordinates

behave like children when they don't get their way

gossip and spread rumors

don't reward others for their accomplishments

use "technobabble" and jargon to confuse others

believe they are smarter than everybody else

are unaware (sometimes) that most people don't respect them

dictate policy and doctrine almost exclusively via e-mail or memo

are invisible to most of the organization

don't want rules, processes, or procedures... except for others

prescribe before diagnosing

don't solicit input from others unless it is to validate what they already believe

kill organizations through their arrogance and unwillingness to listen

are silent when they should speak

speak when they should be silent

Bad leaders are hurting our organizations, our governmental institutions, our local schools, churches, and neighborhoods.  Bad leaders poison many of those around them, run organizations into the ground, and are culture killers.

Do your part to eliminate the "cancerous" effect caused by bad leaders. Be a "good" leader by exhibiting the necessary leadership principles and ideals that inspire and motivate others. 

Don't be just another talking head. 

Be visible, don't gossip, be respectful of others, build consensus, and most of all be honest in all of your dealings.

ProjectSteps Ranked in Top 50

ProjectSteps named as one of the Top 50 Project Management Blogs

Thanks Emily!

2010 Project Management Trends?

Late last year, ESI International a surveyed a global panel of consultants and senior executives and identified the top ten project management trends in 2010.  Some of these seem a little strange, but we have to keep in mind that part of ESI International's business is delivering project management training.

According to the survey the top ten project management trends are:

1. The implementation of new Project Portfolio Management solutions will soar

2. Reliance on Requirements Metrics to measure performance will increase

3. Senior Executives will embrace the value of Project and Program Governance

4. PMOs will go to the next level with Business Analysis Centres of Excellence

5. Demand for Agile Project metrics will increase

6. Vendor management and program outsourcing will move front and center

7. Risk Management will become a Project Management obsession

8. Crisis environments will leverage Project Portfolio principles for better outcomes

9. Project management learning measurement will no longer be “a Nice to Have”

10. Project management learning will push out of the classroom

To view the rest of the article, visit here

Ten Keys to Civility

A local foundation here in Florida, USA has developed a set of "Ten Keys to Civility".  These are a perfect set of guiding principles for the project manager. Click here to view their website and find out more.

TEN KEYS TO CIVLITIY

Respect Others - Honor other people and their opinions, especially in the midst of a disagreement.

Think Positively - Keep an open mind and assume others have good intentions.

Pay Attention - Be aware and attend to the world and the people around you.

Make a Difference - Get involved.

Speak Kindly - Choose not to spread or listen to gossip.

Say Thank You - Let others know they are appreciated.

Accepts Others - Our differences are what make us interesting.

Rediscover Silence - Keep noise to a minimum.

Listen - Focus on others in order to better understand their points of view.

Keep Your Cool - Accept life's challenges with grace.

Project Managers Need to Behave

When CIOs were interviewed by ComputerWorld in 2001 regarding what skills a Project Manager should have, the consensus was the following competencies are the most important: Technology, Business, Behavior - not necessarily in that order.

I know that I have lived a sheltered project management life, but I think many project managers haven't sufficiently mastered the "Behavior" competency.   I admit my experience is limited, but I have worked with many project managers, and I believe that we all could improve our skills as they relate to the "Behavior" competency.  We should all be able to agree that in order to motivate people a project manager needs an understanding of human behavior and how to motivate teams.  How many project managers do you know have mastered these skills?  How well do you do in this area?  I can admit that I have room for improvement.

As I said, "Behavior" was listed in the top three of the most important competencies.  I find that to be interesting because other surveys of CIOs find that the number one complaint about project managers is that they are whiners and excuse makers.  How can we change that?  Collectively we must decide as project managers to exhibit the highest ethical and behavioral standards, and take responsibility for our project's results (without whining).  We must be empathic,  good listeners, be trustworthy, and not gossip and participate in destructive office politics.

Why is my Project Late? (Revisited and Updated)

Consider these things when planning a new project...

Design Changes – Design changes during project execution almost always cause delays and cost impacts to your budget.  Once the Scope document has been signed, any changes to the design need to go through your Scope Change Request Process.  In my opinion, most project scope change requests that occur during the project execution phase should be declined and deferred until after the project go live date.  This is due to the fact that it is difficult to properly estimate the scope and cost of new work, and most importantly the impact the new work will have on the existing work.

Skill Sets – When planning, assumptions are made (or should be) regarding people's skills. Sometimes these assumptions turn out to be wrong.  Also, you will usually have people on your team who are new or have little experience.  These new or lower skilled workers won't be as productive as higher skilled workers, and many times these less experienced workers extend the cost and duration of your project.  Make sure your project schedule has accounted for skill levels.

Unplanned Work or Workarounds – Many times changes must be made to the sequence of planned work.  These changes can impact time, cost, budget, and quality. Think about these risks up front and discuss what if any workarounds will be used.  Ask why the sequence must be changed and work with the team to ensure the changes to the project occur with minimal impact to the schedule and cost.

Rework – Rework happens; it is part of most projects (especially IT).  Ensure your project plan accounts for rework.  

Team Morale – Turnover, project conflict, sick time, vacations all can wreak havoc with your schedule and budget; plan for these things.  A happy team is a productive team. Ensure your team is working towards a common goal and not working against each other.  Remove disruptive team members from your project if their behavior can't be changed.

Schedules – Trying to do too much in too little time will result in delays. Once you get behind it is very difficult (nigh, impossible) to catch up. Your project will have delays.  You need to have contingency plans to get back on track quickly.

Work Environment – Ensure that your team has a proper workspace. Cramming people into poorly designed work spaces will lower productivity.

Tools – Ensure your team has the right tools to do the job.  Having the right tool, but not getting into the teams hands at the right time will cause delays in your schedule.

Project Manager Overload – Too many people on a project team without the proper management oversight can cause major problems for the project manager.

Overtime – Adding hours to people's schedules in order to make a deadline will usually do nothing but increase your budget. Adding overtime rarely results in getting a late project back on track.

Executive – Executive apathy can kill your project. People are usually not going to make your project a priority if their boss isn't willing to tell them it is important.

Project Management Stakeholders

Adapted from the book - Power and Politics in Project Management by Jeffrey K. Pinto

In the project management world there are many different opinions regarding how to successfully manage a project.  One of the most important things we need to do in project management is manage the expectations and relationships with our stakeholders. Some things to keep in mind to help us manage our stakeholders are:

Assess the culture (is it supportive, what is the balance of power, what are the stakeholder attitudes?)

Identify the goals of the stakeholders (are the goals realistic, attainable, communicated?)

Assess our own capabilities and limitations (are you politically savvy, respected, a good negotiator?)

Define the problem (define goals, risks, relationships)

Develop solutions (create action plan, determine the right solution for the right time)

Test and refine the solutions (New learnings must be incorporated, replan, retool, rethink)

While there is plenty more to do in regards to managing a project successfully, this list of "must do" items will help you get started.

Principles and the Project Manager

Principles are mile posts that help to guide our conduct. They come from natural laws that are recognizable by all cultures. Principles have been around since the dawn of time.  They are timeless and aren’t dependent on us making them a permanent part of our lives.

I believe a most of our problems in society come from the fact that many of our leaders and manager don’t live principle-centered lives.

What are principles that are easily recognized? These are a few: Patience, Kindness, Tolerance, Integrity, Honesty, Encouragement, Trustworthiness, Empathy…

Principles should guide our conduct, and when they do, they are easily recognizable by others.  When our leaders decide to reject principles in order to gain power, influence or money, the organizations they lead are in deep trouble.

Many times leaders attempt to put aside principles to get short-term gains.  They believe by making speeches filled with empty promises they will gain the trust of others.  This happens all the time in our organizations, and results in the same mistakes repeated over and over.  Having said that, we keep electing the same people to office over and over, don’t we?  Where has this gotten us?

Albert Einstein said, “The significant problems we face cannot be solved at the same level of thinking we were at when we created them”.  To solve the tough problems we need to look at our paradigms and habits and be willing to change them.  Sometimes this means firing (not re-electing) our current leaders.

Do we really think we can just buy our way out of the current mess on Wall Street without fundamentally changing the way things work (paradigms and habits) and putting principled leaders in place?  Can you or your organization really change things for the better without focusing on principles and rethinking your paradigms and habits?  Do organizations really believe that layoffs alone change anything when their current broken paradigms and habits are left intact?

I have seen the results of unprincipled leadership, and the behaviors these “leaders” exhibit can have a profound, lasting, and negative influence on others.  The sad part is these leaders believe they are part of the solution, however we know better.  You can’t lead your way out of a problem that you don’t fully understand, and if you try to do it without principles the results are easily predicted. DISASTER!

Big problems cannot be solved by small people and small mindedness.  Remember, principles aren’t values. The Mafia has values, but their practices certainly aren’t related to principles. As Stephen Covey say’s “Principles are the territory. Values are the map”.

My Love/Hate Relationship with Project Teams - Revisited

Project teams can be a project manager's greatest resource or can be a huge impediment to getting things done.  I have a lot of opinions about project teams and most people would find them to be controversial.  I will state them here and hope for feedback.

My general theories about project teams follow:

Project teams often tend to waste a lot of time, and like to blame others (inside and outside the team) for lack of project process

Project team members are rarely on the same page

Internal politics doom many project teams from the start

Project managers usually often don't have the ability to reward or punish bad behavior

One or two "bad apples" can spoil the whole bunch

Many functional managers don't believe they have to support project teams, and at times they do all they can to undermine the team approach to managing projects

A "visionary" is a person that is usually often disengaged from everything, and accountable for nothing

Lack of leadership, direction, and follow-up from top management is the number one cause of project failure

If you have a member of your project team that would rather be doing something else, do everything you can to grant their wish

Most project managers and many managers are wimps when it comes to managing individual members of their teams

Lots of organizations talk a good talk when it comes to project management and change, then go about managing change using the same old failed processes

Many project team members are loyal to their functional departments, not to the project

Teams by nature are dysfunctional, and because of this fact the project schedule and estimates should reflect this

Dysfunctional project teams are usually the fault of senior management because of their refusal to attend important project team meetings.  Ultimately the project manager is still accountable for project team dysfunction.

Many Some project teams are composed of the wrong people doing the wrong things at the wrong times.

Project team dysfunction is normal.  Staying dysfunctional is typical, but in the end detrimental to the careers of those involved.