Here we go on another project journey. You have met with your stakeholders and all of them are in agreement as to where the project is going (objectives), what the journey will look like to get to the project’s destination (plan), and what can be expected when the project is complete (deliverables). But wait, your project (like a journey in a car) has been taken over by somebody else and is now out of your control. You have just found yourself in the back seat (no longer driving and in control) of the Project Idiot Mobile. You discover quickly that it is careening out of control and you are on a white-knuckle ride to who knows where. What do you do?
I have taken a ride in the Idiot Mobile more than once and here are some tips you can use to avoid this mind-numbing ride.
Be the Leader of the Team From the Start. Control the keys of the Idiot Mobile and don’t let anyone drive it and make sure you always leave it in the garage. Don’t assume anything unless it is documented in your project charter’s assumptions section. Don't allow stakeholders to take over your project and direct it onto a path that wasn't agreed upon in the Project Charter.
Understand Politics is a Way of Life on Your Project. Understand you will have to deal with people who don't want you to succeed. As Tom Peters said be aware that your project can fail because of "...people that are envious, people who feel their turf is being invaded, people who have a b-i-g stake in the status quo, people who are just plain afraid of change. Therefore, you will need ... Herculian (Clintonian) political skills to ... nuetralize ... finesse...and in some cases just plain outsmart-surround-coopt ... these naysayers".
Have Thick Skin. Be smart up front and try to recognize who will be unsupportive of your efforts. Be prepared with a response. Be able to accept criticism and bounce back quickly. Know when you are on the wrong path and get on the right path quickly.
Make Strong Allies with Those that Have the Power. Remember that those with the power make the decisions. A good project manager is a good politician, and also keep in mind that Politics is The Art of Getting Things Done.
Monday, January 10, 2005
Tuesday, January 04, 2005
Project Ethics
An ethical Project Manager is a successful Project Manager. The PMI has established a Professional Code of Ethics that all Project Management Professionals (PMP) must adhere to. These ethics are meant to ensure that all PMPs abide by a set of values, and they live up to those values in pursuit of their careers.
Project Ethics won't ensure you are a successful project manager, however not behaving ethically will almost always ensure your project will fail. As stated in the PMI Code of conduct, which in my opinion is the most important ethical behavior, a project manager must accept responsibility for his or her actions. This means admitting to all your stakeholders when you are wrong, learning from your mistakes, and putting actions into place that will help you to avoid making the same mistake twice.
A project manager is responsible for all activities that occur or fail to occur on their project. It is unethical for a project manager to blame others for mistakes that were clearly the fault of the project manager.
Do you have the ethics to accept and take responsibility for your mistakes? Are you willing to do this in the face of your harshest critics? If not, you need to leave the project management profession because you aren’t a mature, responsible professional, and as such you are hurting the profession of Project Management.
Project Ethics won't ensure you are a successful project manager, however not behaving ethically will almost always ensure your project will fail. As stated in the PMI Code of conduct, which in my opinion is the most important ethical behavior, a project manager must accept responsibility for his or her actions. This means admitting to all your stakeholders when you are wrong, learning from your mistakes, and putting actions into place that will help you to avoid making the same mistake twice.
A project manager is responsible for all activities that occur or fail to occur on their project. It is unethical for a project manager to blame others for mistakes that were clearly the fault of the project manager.
Do you have the ethics to accept and take responsibility for your mistakes? Are you willing to do this in the face of your harshest critics? If not, you need to leave the project management profession because you aren’t a mature, responsible professional, and as such you are hurting the profession of Project Management.
Tuesday, December 28, 2004
2005 Resolutions
2004 is almost over and it is time to make some Project Management resolutions/goals for the New Year. In looking back over the past year I can see where I have made some mistakes, and I see these mistakes as learning opportunities. Now is the time to resolve to make changes in how I manage my projects.
My 2005 resolutions are:
Be a better listener
Apply the principles of Earned Value to more of my projects
Begin each project with the end (deliverables) in mind
Rely less on e-mail and more on face-to-face conversations
Be a better Project Leader
Accept the fact that criticism from others is part of the project life cycle
Be willing to accept failures and use them as learning experiences
Believe that most people on your project team are doing the best they can do
Be positive, enthusiastic, and supportive of others
My 2005 resolutions are:
Be a better listener
Apply the principles of Earned Value to more of my projects
Begin each project with the end (deliverables) in mind
Rely less on e-mail and more on face-to-face conversations
Be a better Project Leader
Accept the fact that criticism from others is part of the project life cycle
Be willing to accept failures and use them as learning experiences
Believe that most people on your project team are doing the best they can do
Be positive, enthusiastic, and supportive of others