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.
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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.
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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.