The last several months have been challenging for me as a project manager. In fact, if I think about it my entire career in project management has been a challenge. Some days are better than others, but as I look back over the last eighteen years I'm glad I chose the profession of project management.
Over the course of my career I have met many people that call themselves project managers, but when questioned about their processes, they don't have much to say. Without a repeatable project management process in place, I'm not sure what you are doing, but it isn't project management.
You will find as I have that many people are promoted to have the title of project manager because of their organizational, business, or communication skills. Others are promoted because they are a highly valued employee and with good technical skills, but their personality isn't geared towards managing people. For project managers to be successful, keep in mind what I have repeated in the past - focus on process, communications and results in everything you do. Any person that is well skilled in these three areas will be successful in what ever endeavor they seek.
As PMI says, project management is both a science and an art. We must continually improve our skills (Sharpen the Saw) and always be aware of our communications. Dealing effectively with challenges and adversity will ultimately define who we are as project managers (god or bad). More times that not you will be judged and assessed on your personality, not your performance. Keep that thought in mind when dealing with your peers, your manager, and your customers.
Monday, January 31, 2005
Monday, January 24, 2005
Skills, Reputation, and Performance
As with any profession, your career prospects improve with ever increasing skills. Project Managers must have the skills to do the job, but also must have success in managing projects. One key to success in any field is to set goals. Ensure that your manager has bought into your goals and will use them as a basis of your performance review.
We must be ever mindful that our reputation affects our careers. A good reputation is earned and takes years of effort. You must be known first as trustworthy, an effective team leader, a person that works well with others, and for your resourcefulness. A project manager's job is unique because not only do we have to be great communicators, but we must also manage to the triple constraints. In addition, we must instill confidence with those we work with, and let them know that our project’s objectives are attainable, relevant, and important to the success of the organization.
When you take on a new project people’s perceptions will be based upon your performance, your results, and your communications. This falls in line with my view which says that all employees (including those at the top) should be measured (equally) on the Processes they use, the Results they achieve, and their Communications. What good are results when you have violated many or all of your department's/organization’s processes or have communicated poorly, which caused descent and ill will among your peers? Results are always important, but not at the expense of Process and Communications.
Remember, you don't need a high profile to succeed. You can achieve more with a very low, but exceptionally successful profile. You will know you are on the right track when management comes to you with the really hard work that needs to be done quickly, but efficiently without sacrificing you or your manager's integrity.
We must be ever mindful that our reputation affects our careers. A good reputation is earned and takes years of effort. You must be known first as trustworthy, an effective team leader, a person that works well with others, and for your resourcefulness. A project manager's job is unique because not only do we have to be great communicators, but we must also manage to the triple constraints. In addition, we must instill confidence with those we work with, and let them know that our project’s objectives are attainable, relevant, and important to the success of the organization.
When you take on a new project people’s perceptions will be based upon your performance, your results, and your communications. This falls in line with my view which says that all employees (including those at the top) should be measured (equally) on the Processes they use, the Results they achieve, and their Communications. What good are results when you have violated many or all of your department's/organization’s processes or have communicated poorly, which caused descent and ill will among your peers? Results are always important, but not at the expense of Process and Communications.
Remember, you don't need a high profile to succeed. You can achieve more with a very low, but exceptionally successful profile. You will know you are on the right track when management comes to you with the really hard work that needs to be done quickly, but efficiently without sacrificing you or your manager's integrity.
Monday, January 17, 2005
Don't take it Personally
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.
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.
Monday, January 10, 2005
To the Idiot Mobile!
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.
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.
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
Sunday, December 19, 2004
ProjectSteps
ProjectSteps has been updated with a bright white font so the site is more readable. I have vacation this week so I will be busy working around the house and enjoying the Christmas holiday.
Have a very Merry Christmas
Have a very Merry Christmas
Monday, December 13, 2004
Can you hear me?
Do you manage your projects mostly from your desk? Are you falling into the trap of managing projects via e-mail, voice mail, fax, letter, and failing to communicate with your customers and stakeholders face-to-face?
People value one-on-one conversations. A project manager that doesn't spend significant time on his or her project speaking directly to their customers will not be as effective as the one the takes the time to conduct meetings in person.
As project managers we are selling "experiences" and "solutions". Can you effectively sell your ideas as a faceless e-mail machine? Can you "WOW" your customers with tired voice mails and bland status reports?
Good customers want to see you as much as possible. They want to feel your enthusiasm, experience your excitement, and have you tell them eye-to-eye that "it’s all good".
Don’t cower (and sour) behind your keyboard sending status reports and e-mails and think your are doing your job. You can't gain your customer's trust unless you speak with them one on one.
As Tom Peter says, "If there is nothing special about your work...you won't get noticed, and that means you won't get paid much either".
It is hard to get noticed when people can't see you. BE VISIBLE!
People value one-on-one conversations. A project manager that doesn't spend significant time on his or her project speaking directly to their customers will not be as effective as the one the takes the time to conduct meetings in person.
As project managers we are selling "experiences" and "solutions". Can you effectively sell your ideas as a faceless e-mail machine? Can you "WOW" your customers with tired voice mails and bland status reports?
Good customers want to see you as much as possible. They want to feel your enthusiasm, experience your excitement, and have you tell them eye-to-eye that "it’s all good".
Don’t cower (and sour) behind your keyboard sending status reports and e-mails and think your are doing your job. You can't gain your customer's trust unless you speak with them one on one.
As Tom Peter says, "If there is nothing special about your work...you won't get noticed, and that means you won't get paid much either".
It is hard to get noticed when people can't see you. BE VISIBLE!
Monday, December 06, 2004
What I Believe - Part II
When it comes to Project Management, "what I believe" is that we all must follow Stephen Covey's advice and continually "Sharpen the Saw". After reviewing the new version of PMI's "Guide to the PMBOK", I must say it is much more readable and logical. I spent some time recently sharpening the saw by reviewing the new PMBOK, and while it isn't a book you would want to curl up with on a cold winter's night, it is the foundational reference for Project Manager's everywhere and we all need to be familiar with its content and terminology.
The last few weeks have been challenging for me as a Project Manager. Uncooperative team members, hidden agendas, and scope change requests have been running amuck on my projects. Through it all I have relied on proven Project Management processes, techniques, and tools to help me through the rough spots and get my projects back on track.
As I develop an internal training course – Introduction to Project Management - I'm reminded that we all need to remember the basics of Project Management.
Do you have a signed-off Project Charter?
Do you have a Project Sponsor that is actively involved with your project?
Do you have a cohesive, high performing Project Team? How do you know?
Do you have a written Project Plan (word document)?
Do you have written, agreed upon Requirements?
Do you have a Cost and Schedule Baseline?
Do you have a Communication Plan?
Do you have an Implementation Plan?
Don't forget the "basics". Project Failure is often linked to neglecting one of the above items.
The last few weeks have been challenging for me as a Project Manager. Uncooperative team members, hidden agendas, and scope change requests have been running amuck on my projects. Through it all I have relied on proven Project Management processes, techniques, and tools to help me through the rough spots and get my projects back on track.
As I develop an internal training course – Introduction to Project Management - I'm reminded that we all need to remember the basics of Project Management.
Do you have a signed-off Project Charter?
Do you have a Project Sponsor that is actively involved with your project?
Do you have a cohesive, high performing Project Team? How do you know?
Do you have a written Project Plan (word document)?
Do you have written, agreed upon Requirements?
Do you have a Cost and Schedule Baseline?
Do you have a Communication Plan?
Do you have an Implementation Plan?
Don't forget the "basics". Project Failure is often linked to neglecting one of the above items.
Thursday, December 02, 2004
What I Believe
Tom Peters is an inspiration to me. He brings so much passion to his beliefs and states them in a way like no one else. After reading his "This I Believe! - Tom's 60 TIBs" I became inspired to start a series entitled "What I Believe". I certainly don't have Tom's passion, nor do I have his brain power or writing abilities, but I do know "What I Believe" and I will attempt to pass some of those beliefs here (as I have in the past).
In the Project Management world What I Believe is the average project team member has a very low level of what I call "project success maturity". My experience has shown that many of the people I have worked with - or that have been assigned to my project - are only interested in themselves or their "silo" of responsibility. I have to say this is one of my greatest frustrations as a project manager. After saying that I also realize that this is my problem to solve.
When managing projects, I understand that I have to be the focal point of the energy, emotion, and passion that drives the project forward (and hopefully inspires those around me to see the bigger picture). If there are people on the team that don't want to play, and I and the other team members have made a concerted effort to get them on board to support the project, then they need to find somewhere else to play. I have no problem telling them that and helping to facilitate the process of having them removed from the team.
As Tom Peters says "... all quests worth undertaking - a Girl Scout merit badge or a Nobel Prize require audacity and willpower." To paraphrase Tom, we need to continually challenge conventional wisdom, accept the lumps, and persist until vicotry.
What I Believe? Be a great leader, be passionate about what you are doing, and always challenge assumptions.
Don't allow unmotivated, emotionally unintelligent people to change your course or dictate new rules.
Can I get an AMEN?
In the Project Management world What I Believe is the average project team member has a very low level of what I call "project success maturity". My experience has shown that many of the people I have worked with - or that have been assigned to my project - are only interested in themselves or their "silo" of responsibility. I have to say this is one of my greatest frustrations as a project manager. After saying that I also realize that this is my problem to solve.
When managing projects, I understand that I have to be the focal point of the energy, emotion, and passion that drives the project forward (and hopefully inspires those around me to see the bigger picture). If there are people on the team that don't want to play, and I and the other team members have made a concerted effort to get them on board to support the project, then they need to find somewhere else to play. I have no problem telling them that and helping to facilitate the process of having them removed from the team.
As Tom Peters says "... all quests worth undertaking - a Girl Scout merit badge or a Nobel Prize require audacity and willpower." To paraphrase Tom, we need to continually challenge conventional wisdom, accept the lumps, and persist until vicotry.
What I Believe? Be a great leader, be passionate about what you are doing, and always challenge assumptions.
Don't allow unmotivated, emotionally unintelligent people to change your course or dictate new rules.
Can I get an AMEN?
Monday, November 29, 2004
Break it Down
When faced with large projects the first thing I try to do is to break the project down into smaller, manageable chunks of work. Many of our projects can be large and complex. Breaking the project down into management tasks will help to:
Simplify the process of creating Metrics to manage project progress
Reduce Risk by creating shorter timelines with less overall scope
Make it easier for individuals and groups to understand the Work they must perform
Make Planning easier and more realistic
When creating your Project Charter be sure to address all phases of the project, but emphasize that the project will be delivered in phases. In addition, make sure your Project Charter clearly addresses the:
Project Objectives
Project Benefits
Project Risks (initial assessment)
Project Constraints
Project Assumptions
Project Dependencies
Resource Requirements
Project Cost and Duration estimates (establish your range for this estimate and state it)
What the Project won't address or deliver
There are other items that can be included in the Project Charter, but addressing the above items clearly and getting the sponsor's buy-in will be critical to getting your project off to a good start.
For more information regarding a Project Charter click here
Simplify the process of creating Metrics to manage project progress
Reduce Risk by creating shorter timelines with less overall scope
Make it easier for individuals and groups to understand the Work they must perform
Make Planning easier and more realistic
When creating your Project Charter be sure to address all phases of the project, but emphasize that the project will be delivered in phases. In addition, make sure your Project Charter clearly addresses the:
Project Objectives
Project Benefits
Project Risks (initial assessment)
Project Constraints
Project Assumptions
Project Dependencies
Resource Requirements
Project Cost and Duration estimates (establish your range for this estimate and state it)
What the Project won't address or deliver
There are other items that can be included in the Project Charter, but addressing the above items clearly and getting the sponsor's buy-in will be critical to getting your project off to a good start.
For more information regarding a Project Charter click here
Monday, November 22, 2004
Reforming Project Management Theory and Practice
Reforming Project Management Theory and Practice. Hal has created a very good project management website that provides great insight and valuable information that any project manager can use.
In a recent posting Hal talks about leadership and mentioned that as project managers we should provide just enough leadership to support the efforts of others. While on the face of it that statement sounds reasonable I believe that you may not know how much "just enough" is.
My thought is a project manager should provide leadership consistently throughout the project with all stakeholders versus trying to figure out how much is just enough. Obviously when we are working with executives and senior management we need to keep our messages and leadership short and to the point.
As Hal says "what we need on projects is to cultivate leadership throughout the team" and I would add we need to always Lead by Example.
In a recent posting Hal talks about leadership and mentioned that as project managers we should provide just enough leadership to support the efforts of others. While on the face of it that statement sounds reasonable I believe that you may not know how much "just enough" is.
My thought is a project manager should provide leadership consistently throughout the project with all stakeholders versus trying to figure out how much is just enough. Obviously when we are working with executives and senior management we need to keep our messages and leadership short and to the point.
As Hal says "what we need on projects is to cultivate leadership throughout the team" and I would add we need to always Lead by Example.
Monday, November 15, 2004
Change and the Project Manager
Every project we work on as Project Managers brings change to the organization. Those individuals or groups that react negatively to change usually do so out of fear. How can we overcome this fear early in the project so it doesn't manifest itself later and throw the project into chaos?
To help in the process of managing change lets look at the "Stages of Negative Reaction to Change". As stated in the book "Project Manager's Portable Handbook - Second Edition" (David I. Cleland and Lewis R. Ireland), the stages of negative reaction to change are:
* Disruption of Work
* Denial of Change
* Realization of Change
* Negotiating Change
* Accepting Change
Basically the authors are telling us that Change needs to be managed, and furthermore managing change is a process. Inflicting change on an organization without realizing the repercussions or backlash can contribute to project failure.
Project Management can provide structure and help articulate the reasons for a change. The processes behind Project Management are there to help move the organization to accept the changes that come about as a result of the project's deliverables.
Keep the following in mind to help manage the change that will occur as a result of your project:
* Use SMART Objectives in your project (Specific, Measurable, Attainable, Relevant, Time Bound)
* Create a Risk Management Plan
* Create a Project Schedule that is realistic and agreed upon
* Create an atmosphere of Trust
* Define and Use a Scope Change Process
* Solicit feedback throughout your project from the stakeholders that will be experiencing the brunt of the change
Change will be disruptive and can cause unexpected behavior and results. Understanding the positive and negative results of change prior to its implementation will help you to head off problems early. Be patient with your stakeholders, and if necessary be ready and willing to escalate issues to senior management to get quick resolution and closure. Allowing stakeholders to hold your project hostage because of their biases and fears will only lead to project failure and ill will.
Understand the positive and negative effects of the change you are implementing, develop goals early in the project to mitigate the negative effects of the change, communicate your plan to all stakeholders, and involve your stakeholders in developing and effecting the change.
To help in the process of managing change lets look at the "Stages of Negative Reaction to Change". As stated in the book "Project Manager's Portable Handbook - Second Edition" (David I. Cleland and Lewis R. Ireland), the stages of negative reaction to change are:
* Disruption of Work
* Denial of Change
* Realization of Change
* Negotiating Change
* Accepting Change
Basically the authors are telling us that Change needs to be managed, and furthermore managing change is a process. Inflicting change on an organization without realizing the repercussions or backlash can contribute to project failure.
Project Management can provide structure and help articulate the reasons for a change. The processes behind Project Management are there to help move the organization to accept the changes that come about as a result of the project's deliverables.
Keep the following in mind to help manage the change that will occur as a result of your project:
* Use SMART Objectives in your project (Specific, Measurable, Attainable, Relevant, Time Bound)
* Create a Risk Management Plan
* Create a Project Schedule that is realistic and agreed upon
* Create an atmosphere of Trust
* Define and Use a Scope Change Process
* Solicit feedback throughout your project from the stakeholders that will be experiencing the brunt of the change
Change will be disruptive and can cause unexpected behavior and results. Understanding the positive and negative results of change prior to its implementation will help you to head off problems early. Be patient with your stakeholders, and if necessary be ready and willing to escalate issues to senior management to get quick resolution and closure. Allowing stakeholders to hold your project hostage because of their biases and fears will only lead to project failure and ill will.
Understand the positive and negative effects of the change you are implementing, develop goals early in the project to mitigate the negative effects of the change, communicate your plan to all stakeholders, and involve your stakeholders in developing and effecting the change.
Monday, November 08, 2004
Setting Up a Project Management Office
When developing a Project Management Office keep in mind the following items:
PMO Need - Why are you setting up a PMO? What are the Pros and Cons?
Cultural Change - What barriers will there be to setting up PMO? How will the PMO overcome these barriers?
Organizational Assessment - What is the Project Management Maturity of your project managers and the organization?
Methodologies - What Methodoligies will you use in the PMO? Templates? Business Processes?
Resources - How many people will comprise the PMO staff and what are their roles and responsibilities?
Training - What type of training does the staff require? What type of training does the organization require to support the PMO?
Metrics - What type of metrics will the PMO be responsible for collecting?
Lines of Authority - Who runs the PMO and why?
PMO Type - What type of PMO are you going to setup? Strategic? Business Unit Focus? Project Control Office?
Executive Buy-In - How are you going to get your company executives to buy-in to and then support the PMO?
Setting up a PMO is a daunting challenge that all to often ends up in failure. If your organization is seriously considering starting up a PMO make sure they have done their homework.
There are several excellent books that will help you and your company setup and operate a successfull PMO.
Take a look at:
The Strategic Project Office - A Guide to Improving Organizational Performance - J. Kent Crawford
Advanced Project Portfolio Management and the PMO - Multiplying ROI at Warp Speed - Gerald I Kendall, PMP and Steven C. Rollins, PMP
One final thought, don't be afraid to bring in an outside consulting company to help you through the process of setting up your PMO. Most PMOs are shutdown within the first few years due to the lack of perceived value by senior executives.
PMO Need - Why are you setting up a PMO? What are the Pros and Cons?
Cultural Change - What barriers will there be to setting up PMO? How will the PMO overcome these barriers?
Organizational Assessment - What is the Project Management Maturity of your project managers and the organization?
Methodologies - What Methodoligies will you use in the PMO? Templates? Business Processes?
Resources - How many people will comprise the PMO staff and what are their roles and responsibilities?
Training - What type of training does the staff require? What type of training does the organization require to support the PMO?
Metrics - What type of metrics will the PMO be responsible for collecting?
Lines of Authority - Who runs the PMO and why?
PMO Type - What type of PMO are you going to setup? Strategic? Business Unit Focus? Project Control Office?
Executive Buy-In - How are you going to get your company executives to buy-in to and then support the PMO?
Setting up a PMO is a daunting challenge that all to often ends up in failure. If your organization is seriously considering starting up a PMO make sure they have done their homework.
There are several excellent books that will help you and your company setup and operate a successfull PMO.
Take a look at:
The Strategic Project Office - A Guide to Improving Organizational Performance - J. Kent Crawford
Advanced Project Portfolio Management and the PMO - Multiplying ROI at Warp Speed - Gerald I Kendall, PMP and Steven C. Rollins, PMP
One final thought, don't be afraid to bring in an outside consulting company to help you through the process of setting up your PMO. Most PMOs are shutdown within the first few years due to the lack of perceived value by senior executives.
Thursday, November 04, 2004
Are you Trustworthy?
As I get ready to develop an internal training course entitled "Introduction to Project Management" I'm reminded of my past Project Management training. Invariably all Project Management training courses talk about the triple constraints, baselines, critical paths, scope, risk, cost management etc. While all these things, and more, are important to manage on every project, I think a lot of my training has been lacking in “What Matters Most” when it comes to successfully managing projects.
In my career I have found that the ability to work well with others, show empathy towards their needs, and being trustworthy have done more for my successes than being overly reliant on tools such as pert charts, resource loaded histograms, and quantitative risk analysis discussions. Granted, I haven't managed very large (over $10M) or overly complex projects, but I don’t think that matters when it boils down to what is important when managing projects. When managing any size project the project manager needs to focus on what is most important to that project. Only you, your sponsor, and stakeholders can answer that question. Is the most important thing getting the project done on time, coming in at or under budget, delivering at a high level of quality, or having a big WOW factor? (See Tom Peter's – “The Project 50” book for more on the WOW factor). You must decide what the Project “Driver” is before you begin your planning.
Don't get caught in the trap of believing that if you meet your Time, Cost, and Scope objectives your project is a success. If your users and/or sponsor aren't satisfied with the project's results YOUR PROJECT IS A FAILURE!
Every project needs a project sponsor, charter, a budget, a realistic agreed upon schedule, competent resources, a list of valid assumptions, a list of the project’s constraints, dependencies, and people assigned to your team that are dedicated and personally committed to seeing the project succeed. However, you as the project manager must have the trust of all stakeholders and demonstrate that your are committed to doing your best and delivering on your promises.
To get back to my initial point, your internal Project Management training (you don't just rely on external vendors do you?) must put a heavy emphasis on Project Communications and teaching your audience how to be TRUSTWORTHY Project Managers. Without the trust of your peers, management, and customers your project management career won't last very long.
In my career I have found that the ability to work well with others, show empathy towards their needs, and being trustworthy have done more for my successes than being overly reliant on tools such as pert charts, resource loaded histograms, and quantitative risk analysis discussions. Granted, I haven't managed very large (over $10M) or overly complex projects, but I don’t think that matters when it boils down to what is important when managing projects. When managing any size project the project manager needs to focus on what is most important to that project. Only you, your sponsor, and stakeholders can answer that question. Is the most important thing getting the project done on time, coming in at or under budget, delivering at a high level of quality, or having a big WOW factor? (See Tom Peter's – “The Project 50” book for more on the WOW factor). You must decide what the Project “Driver” is before you begin your planning.
Don't get caught in the trap of believing that if you meet your Time, Cost, and Scope objectives your project is a success. If your users and/or sponsor aren't satisfied with the project's results YOUR PROJECT IS A FAILURE!
Every project needs a project sponsor, charter, a budget, a realistic agreed upon schedule, competent resources, a list of valid assumptions, a list of the project’s constraints, dependencies, and people assigned to your team that are dedicated and personally committed to seeing the project succeed. However, you as the project manager must have the trust of all stakeholders and demonstrate that your are committed to doing your best and delivering on your promises.
To get back to my initial point, your internal Project Management training (you don't just rely on external vendors do you?) must put a heavy emphasis on Project Communications and teaching your audience how to be TRUSTWORTHY Project Managers. Without the trust of your peers, management, and customers your project management career won't last very long.
Tuesday, October 26, 2004
PMI 2004 World Congress
I'm in Anaheim, California this week for the Project Management Institute's (PMI) Annual World Congress. This year's event has been well organized, and I have gained a lot of new knowledge that I can use on my projects. Stay tuned for more information.
The Keynote Speaker for this years event was Tim Sanders. Tim authored the book "Love is the Killer App" and gave a great keynote presentation. I have purchased his book (you can also by clicking the link on this page) and when I finish reading it I will write my thoughts here. Suffice it to say that Tim left a big impression on me and I'm sure all the other attendees that listened to his presentation. Tim is a smart man that has some great insights that all project managers can use when working with members of their team. Check out his website by clicking here.
I will provide new links, hints, and tips in the coming weeks that I acquired while attending this years conference. Check back in the next few days.
The Keynote Speaker for this years event was Tim Sanders. Tim authored the book "Love is the Killer App" and gave a great keynote presentation. I have purchased his book (you can also by clicking the link on this page) and when I finish reading it I will write my thoughts here. Suffice it to say that Tim left a big impression on me and I'm sure all the other attendees that listened to his presentation. Tim is a smart man that has some great insights that all project managers can use when working with members of their team. Check out his website by clicking here.
I will provide new links, hints, and tips in the coming weeks that I acquired while attending this years conference. Check back in the next few days.
Monday, October 18, 2004
Communications and Listening
How well do you listen? When speaking with others, most people want to make a point and fail to remember that communicating is always two-way. When we are e-mailing, talking on the phone, or creating presentations we must remember that there is a communications feedback loop. That feedback loop helps to ensure the communication was received and understood. If people misunderstand your message, you failed to communicate.
What do you do when you realize that you aren't being understood? You listen carefully! Listening attentively lets the communicator know you are supportive and paying attention. When involved in a conversation, don't interrupt; let the speaker know you are listening by using reinforcing body language and verbal cues.
When planning your communications, use the words of Stephen Covey, "Seek first to understand, and then be understood".
What do you do when you realize that you aren't being understood? You listen carefully! Listening attentively lets the communicator know you are supportive and paying attention. When involved in a conversation, don't interrupt; let the speaker know you are listening by using reinforcing body language and verbal cues.
When planning your communications, use the words of Stephen Covey, "Seek first to understand, and then be understood".
Wednesday, October 13, 2004
Project Failure
If you are an "experienced" project manager and haven't had a few project failures, in my mind, you aren't a very good project manager. Project managers must constantly push their team members towards exceeding their comfort levels, take (calculated) risks, be decisive, make firm commitments, and be aggressive when base-lining and managing the triple constraints (Time, Cost, Quality). Just like a successful NASCAR driver, a project manager must learn to live close to the edge of disaster, but while doing so, he or she must aggressively manage their project’s Risks.
In my opinion, too many project managers are unwilling to set firm expectations with their team for fear of being unpopular. There are going to be times when your project team doesn't really care if a milestone is missed or a promise isn't kept. The problem is your project isn't always your team’s top concern. Don’t forget that. You live with and for your project and at the same time some of your team members might loathe your project. Many team members have other responsibilities outside of your project and your project may be preventing them from doing their regular job.
Project Tip - If you find that you have members on your project team that aren't 100% committed to achieving the goals of your project, you need to start thinking about replacing them.
Based upon my experience, - at least on IT projects - most project problems that are encountered in the Project Execution phases are the fault of the project manager. Proper Risk Management will help the project manager foresee and mitigate many problems that will arise during project execution. If you have lots of problems and issues on your project you did a poor job of Risk Management in the planning phase.
Some things to keep in mind to avoid failure when planning your project:
Be crystal clear when communicating with your team. All important communications should be in writing.
Don't allow project committees or executive oversight groups to dictate how you plan your project.
Communicate quickly to your team and senior management if you believe that your project is out of control.
Don't assume that suppliers or vendors will be honest with you. Make sure you continually follow-up and get commitments in writing (preferably in the contract).
Split your project into manageable phases.
Ensure that your end users are involved every step of the way.
Communicate Status as often as is needed. Include bad news, problems, issues, and concerns in your status report and be sure to include how you plan to overcome them.
Don't let your project fail because you aren't communicating or your team isn't functioning properly.
Believe in the statement that “Project failure is always the Project Manager's fault”!
In my opinion, too many project managers are unwilling to set firm expectations with their team for fear of being unpopular. There are going to be times when your project team doesn't really care if a milestone is missed or a promise isn't kept. The problem is your project isn't always your team’s top concern. Don’t forget that. You live with and for your project and at the same time some of your team members might loathe your project. Many team members have other responsibilities outside of your project and your project may be preventing them from doing their regular job.
Project Tip - If you find that you have members on your project team that aren't 100% committed to achieving the goals of your project, you need to start thinking about replacing them.
Based upon my experience, - at least on IT projects - most project problems that are encountered in the Project Execution phases are the fault of the project manager. Proper Risk Management will help the project manager foresee and mitigate many problems that will arise during project execution. If you have lots of problems and issues on your project you did a poor job of Risk Management in the planning phase.
Some things to keep in mind to avoid failure when planning your project:
Be crystal clear when communicating with your team. All important communications should be in writing.
Don't allow project committees or executive oversight groups to dictate how you plan your project.
Communicate quickly to your team and senior management if you believe that your project is out of control.
Don't assume that suppliers or vendors will be honest with you. Make sure you continually follow-up and get commitments in writing (preferably in the contract).
Split your project into manageable phases.
Ensure that your end users are involved every step of the way.
Communicate Status as often as is needed. Include bad news, problems, issues, and concerns in your status report and be sure to include how you plan to overcome them.
Don't let your project fail because you aren't communicating or your team isn't functioning properly.
Believe in the statement that “Project failure is always the Project Manager's fault”!
Monday, October 11, 2004
Surround Them, Margnalize Them, Forget Them!
Tom Peters a highly regarded speaker and writer said it best in his book The Project 50, “as project managers we should not try to convert our project enemies by overcoming their objections” and I would add through appeasement. Tom states “we should set out to surround and marginalize them; additionally, the most effective change agents ignore the barbs and darts, their time is spent on allies and likely allies”.
It seems to be in our nature to take on those that oppose us, particularly if they have been attacking us behind our backs. This taking on of the opposition is a waste of valuable project time and detracts the project manager from the task at hand. All projects will have detractors, whiners, and complainers. Don’t waste your time trying to convince them of the error of their ways. Let your project’s results answer your critics!
As project managers we need to spend our time working with our advocates and supporters, not answering our critics. If you say you don’t have critics on your project than I say you probably aren’t a very good project manager. The project manager that has friends everywhere on his projects is usually trying to satisfy everyone, and many times at the end of their project – if it ever ends – there will be low overall satisfaction due to all of the tradeoffs that were made between all of the competing interests.
When you push people, demand excellence, set deadlines, push for quality, hold individuals accountable, and are firm on agreed upon commitments you are going to ruffle some feathers. Get over it, and realize no matter what you do on your project there will always be detractors. Just don’t let the detractors sway you from implementing your project on time, on budget, within requirements, and most importantly with a satisfied customer as your biggest fan.
It seems to be in our nature to take on those that oppose us, particularly if they have been attacking us behind our backs. This taking on of the opposition is a waste of valuable project time and detracts the project manager from the task at hand. All projects will have detractors, whiners, and complainers. Don’t waste your time trying to convince them of the error of their ways. Let your project’s results answer your critics!
As project managers we need to spend our time working with our advocates and supporters, not answering our critics. If you say you don’t have critics on your project than I say you probably aren’t a very good project manager. The project manager that has friends everywhere on his projects is usually trying to satisfy everyone, and many times at the end of their project – if it ever ends – there will be low overall satisfaction due to all of the tradeoffs that were made between all of the competing interests.
When you push people, demand excellence, set deadlines, push for quality, hold individuals accountable, and are firm on agreed upon commitments you are going to ruffle some feathers. Get over it, and realize no matter what you do on your project there will always be detractors. Just don’t let the detractors sway you from implementing your project on time, on budget, within requirements, and most importantly with a satisfied customer as your biggest fan.
Monday, October 04, 2004
People are the Problem?
The employees within your company either help it to prosper or impede its effectiveness. Because employees at all levels of the organization make decisions that could effect your project, we as project managers need to be aware if these workers are motivated, properly placed, supported by senior management, and well trained.
A good question to ponder before starting work on that new project is: will your project team be staffed with the right people, having the right set of skills, doing the right things, at the right time, in the right place?
Also, are your project team members motivated and committed to doing a good job, and are they supportive of the company's goals, mission, and values? Do they have the support of their management? Is there a senior management representative assigned to your project that will act as Project Sponsor and be held responsible for the success of the project?
If not, STOP YOUR PROJECT!
Refuse to work on or manage a project that doesn't have motivated, skilled, properly trained team members. Better to kill a project (or recommend one to be killed) than to be the one that hears the words "You're Fired" when the project fails.
A good question to ponder before starting work on that new project is: will your project team be staffed with the right people, having the right set of skills, doing the right things, at the right time, in the right place?
Also, are your project team members motivated and committed to doing a good job, and are they supportive of the company's goals, mission, and values? Do they have the support of their management? Is there a senior management representative assigned to your project that will act as Project Sponsor and be held responsible for the success of the project?
If not, STOP YOUR PROJECT!
Refuse to work on or manage a project that doesn't have motivated, skilled, properly trained team members. Better to kill a project (or recommend one to be killed) than to be the one that hears the words "You're Fired" when the project fails.