Are your completed projects adding value to the organization? Was an ROI calculated for the project during or prior to Project Initiation? Did the project benefits ever come to fruition?
Virtually all projects - unless mandated by law or born out of technical or business necessity - should either reduce costs or increase efficiency. One way to ensure the organization will be working on the right projects at the right time is to involve the executives up front in aligning, prioritizing, and ranking proposed projects, and then ensuring they link to the Strategic Plan. If the proposed projects do not align to your organizations strategic goals then they should not be undertaken.
If your organization is good at Strategic Planning, you can avoid many of the traps that plague most organizations.
Poor Strategic Planning Traits:
There is no formal document that links the organization's projects to the organization’s strategic goals and plan.
Senior Management is not engaged in strategic planning, which leads to complaining later about how long it takes to get projects completed and frustration over why certain projects were cancelled or not started.
Projects are started without enough resources or have poorly qualified resources assigned to them.
Many projects that are completed do not achieve any improvements and actually end up costing the organization more money than if they had not undertaken the project.
Project priorities continually change, and resources are always in flux or in conflict with competing organizational needs
Project Managers have low morale and are pessimistic about achieving their project objectives
Executives have set measures that relate to their silos, which can conflict with what is best for the organization
Business plans ignore systems that are broken or in need or repair/replacement
Poor strategic planning almost always leads to undertaking wasteful projects. Even a good strategic plan will not be successful if the organization does not have the right people, tools, and data in place to support the organization's goals.
Tuesday, March 01, 2005
Tuesday, February 22, 2005
Project Management Websites
Today's posting includes some hyperlinks to a few Project Management websites. I use these sites on occasion and they all have something of value for the Project Manager. On a side note, some of the sites are government related, technology related, or process oriented.
In many cases you may need to do a search on "Project Management" to find what you are looking for.
---------------------------------------------------
Minnesota Office of Technology
PM Boulevard
GanttHead
TenStep Project Management Process
American Society for the Advancement of Project Management
Florida State Technology Office
Tech Republic
Software Program Manager's Network
In many cases you may need to do a search on "Project Management" to find what you are looking for.
---------------------------------------------------
Minnesota Office of Technology
PM Boulevard
GanttHead
TenStep Project Management Process
American Society for the Advancement of Project Management
Florida State Technology Office
Tech Republic
Software Program Manager's Network
Wednesday, February 16, 2005
Good, Short Article on Project Failure
Click here for a good article on Project Failure. I would also add that your Project Management Processes, if poorly designed, can be a contributing factor in project failure.
Monday, February 14, 2005
Stupid Things Project Managers (and others) Say!
Quality Planning is only concerned about the number of bugs/problems in the final product.
The delivery date is going to slip because we have learned about new requirements.
Projects are always late and over budget. We shouldn't worry.
We can't predict our final costs because the requirements are changing.
The estimate is in line with management expectations.
Our schedule is good because we used a project-scheduling tool.
We can always add people to meet the deadline.
We are behind schedule because the customer can't make up their minds.
We can cut our testing time to make the delivery date.
Good people make up for bad processes.
Our process is good because it is repeatable.
If they quit we can quickly hire someone to take their place.
We don't involve the people doing the work in estimating because that will increase costs. Besides, they will just inflate/pad their estimates.
Using a Tool is not a Risk.
The sooner we begin coding the more successful we will be.
We will save more by reusing code, not architecture.
We will worry about the cost of maintenance later. There is no time now.
If it doesn't work we will fix it when we have time.
We don't need to document because we put comments in our code.
Technical people don't like to write documentation and we shouldn't insist that they do. Besides, they are terrible writers.
You can't blame the Project Manager. How were they supposed to know?
All of the problems we have been having our's fault.
Trust me; we will deliver everything you want on time and at or under budget.
I think you get the idea. As Project Managers, we were hired to tell the truth and include the good, the bad, and the ugly in our status reports. Sugar coating project issues and problems for management will only get us in trouble later. Don't make excuses. Use status reports, e-mail, voice mail, and most importantly face-to-face meetings to relay project status. Don't be afraid to deliver bad news. Just make sure when you present management with issues and problems with your project you have a plan to get it back on track.
Be Responsible, take Ownership, and most importantly, be Trustworthy.
The delivery date is going to slip because we have learned about new requirements.
Projects are always late and over budget. We shouldn't worry.
We can't predict our final costs because the requirements are changing.
The estimate is in line with management expectations.
Our schedule is good because we used a project-scheduling tool.
We can always add people to meet the deadline.
We are behind schedule because the customer can't make up their minds.
We can cut our testing time to make the delivery date.
Good people make up for bad processes.
Our process is good because it is repeatable.
If they quit we can quickly hire someone to take their place.
We don't involve the people doing the work in estimating because that will increase costs. Besides, they will just inflate/pad their estimates.
Using a Tool is not a Risk.
The sooner we begin coding the more successful we will be.
We will save more by reusing code, not architecture.
We will worry about the cost of maintenance later. There is no time now.
If it doesn't work we will fix it when we have time.
We don't need to document because we put comments in our code.
Technical people don't like to write documentation and we shouldn't insist that they do. Besides, they are terrible writers.
You can't blame the Project Manager. How were they supposed to know?
All of the problems we have been having our
Trust me; we will deliver everything you want on time and at or under budget.
I think you get the idea. As Project Managers, we were hired to tell the truth and include the good, the bad, and the ugly in our status reports. Sugar coating project issues and problems for management will only get us in trouble later. Don't make excuses. Use status reports, e-mail, voice mail, and most importantly face-to-face meetings to relay project status. Don't be afraid to deliver bad news. Just make sure when you present management with issues and problems with your project you have a plan to get it back on track.
Be Responsible, take Ownership, and most importantly, be Trustworthy.
Tuesday, February 08, 2005
Constructive Behavior
Many of us deal with difficult people using the age-old adage of an "eye for an eye". If we are snubbed, we ignore the other person. If we are disrespected, we in turn show disrespect. If someone cheats us, we cheat them. This mentality is not only self-destructive, but is damaging to the career of a project manager.
When we reciprocate with bad behavior against another, nothing is resolved. By reverting to negative behavior we have fallen into a lose/lose relationship where nobody wins, and we do as much damage to ourselves as we perceive we do to others. What can we do when we feel bombarded by the negative attacks? There are several things we can do to avoid the trap of reciprocating rudeness with rudeness.
I suggest that you read a couple of books I have found to be enlightening. The first is Stephen Covey's "Seven Habits of Highly Effective People" and the other is "Love is the Killer App" by Tim Sanders. Both books offer powerful insight into the human condition and more importantly offer critical advice you can use everyday in all of your relationships.
Some things to be aware of when dealing with others:
Be aware of the Perceptions others hold about you
Keep a balance between your Emotions and your Actions
Seek first to Understand, then be Understood (Stephen Covey Habit)
Be an Active Listener
Diagnose before prescribing
Consult with others you trust before making important decisions
Be Trustworthy
Don't Coerce, but Persuade
Accept the fact that some people will just be Unreasonable
Be the Solution, not the Problem
The best times in life and the worst times are usually tied to our relationships. Do not be a victim of your relationships, but an example of how others should act.
When we reciprocate with bad behavior against another, nothing is resolved. By reverting to negative behavior we have fallen into a lose/lose relationship where nobody wins, and we do as much damage to ourselves as we perceive we do to others. What can we do when we feel bombarded by the negative attacks? There are several things we can do to avoid the trap of reciprocating rudeness with rudeness.
I suggest that you read a couple of books I have found to be enlightening. The first is Stephen Covey's "Seven Habits of Highly Effective People" and the other is "Love is the Killer App" by Tim Sanders. Both books offer powerful insight into the human condition and more importantly offer critical advice you can use everyday in all of your relationships.
Some things to be aware of when dealing with others:
Be aware of the Perceptions others hold about you
Keep a balance between your Emotions and your Actions
Seek first to Understand, then be Understood (Stephen Covey Habit)
Be an Active Listener
Diagnose before prescribing
Consult with others you trust before making important decisions
Be Trustworthy
Don't Coerce, but Persuade
Accept the fact that some people will just be Unreasonable
Be the Solution, not the Problem
The best times in life and the worst times are usually tied to our relationships. Do not be a victim of your relationships, but an example of how others should act.
Monday, January 31, 2005
More random thoughts
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.
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 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.