To improve your project management results you need to look back over your organization's project management successes and failures. In doing so patterns or trends will emerge that will help you pinpoint areas for improvement. Research in the area of project management has shown the following simple steps can lead to radical improvements in your project management results.
Here are some ideas:
When starting a project a core team of competent, motivated people must be assigned as early as possible to the project and kept on the project until the end.
The project manager is held responsible for managing the success of the team and for motivating and monitoring the team's performance.
The project manager position needs to be a full-time position with documented job responsibilities.
The organization must ensure that the project manager is held responsible for the success or failure of the project.
The project sponsor's organization and/or the end user group(s) are responsible for defining the specifications of the project's product. This is not a project manager's responsibility, however the project manager works to coordinate these activities.
A project plan (word document) needs to be developed with the cooperation of the core team.
Developing the project plan is the responsibility of the team, not just the project manager.
A lessons learned/project close-out meeting needs to be held at the end of every project to determine if the project objectives were met and to identify project management process improvements for future projects.
A communications plan must be developed for the project, and kept up-to-date.
There are many other items we could add to this list, but the ones listed here are vital if an organization wants to have any success at managing projects.
Friday, April 22, 2005
Tuesday, April 12, 2005
Communicating with Discretion and Tact
How are your project communications? How do others perceive you? How do you perceive yourself as a communicator?
Let us review some rules of communication that will help us better manage our projects.
When making presentations know your:
OBJECTIVE – Goal, Purpose, Destination
LISTENER – Know facts about the group, the group expectations, the key people
APPROACH – Premise, Strategy, Theme, Pay-off for the Listener
When speaking with others one-on-one, use statements that show you are concerned about them. Remember the three “A”s when communicating.
APPRECIATING – Show appreciation for the other person’s problem or situation
Examples: “I appreciate you bringing this to my attention”
“Thank you for letting me know that”
ACKNOWLEDGING – This lets the other person know that you hear them
Example: "I can understand…”
“I sorry to hear that..."
ASSURING – Lets the other person know that you will help
Example: “This will be taken care of…”
“I will see to that personally.”
Some thoughts to ponder…
Project Managers that do not communicate effectively at the right times are destined to fail.
Poor communication skills have derailed many a career.
More than likely you will never be told that your communications skills are lacking.
Every project needs to have a written communication plan.
In closing, there are many good resources available to help us all improve our communication skills. A couple of books you might consider are: “The Four Agreements” and the “Seven Survival Skills for a Reengineered World”.
Wednesday, April 06, 2005
Conflict in Negotiations
In the book "Field Guide to Project Management" by David I Cleland, there is a discusson on page 282 about "Conflict in Negotiations". As the book mentions, PMI (the Project Management Institute) outlines eight project management functions that can be a source of conflict.
To paraphrase from the book, the areas are:
Scope: what is to be done (results, products, services)
Quality: what measures, what steps to be taken
Cost: financial outcomes, savings, ROI
Time: deadlines, resources, when complete
Risk: what risks are accepted, avoided, deflected
Human Resources: what resources, what skills, availability, competency
Contract/Procurement: cost, requirements/specifications, when, how, what, where
Communciations: when, how, to whom, contains what
There are several ways to approach handling conflict (see the Guide to the PMBOK), however the important point to keep in mind is we must confront the issue(s)and work with the individuals or groups to come to a win/win outcome.
Unresolved conflict can often lead to bitterness and resentment, which can linger and rise up later to sabatoge your project.
To paraphrase from the book, the areas are:
Scope: what is to be done (results, products, services)
Quality: what measures, what steps to be taken
Cost: financial outcomes, savings, ROI
Time: deadlines, resources, when complete
Risk: what risks are accepted, avoided, deflected
Human Resources: what resources, what skills, availability, competency
Contract/Procurement: cost, requirements/specifications, when, how, what, where
Communciations: when, how, to whom, contains what
There are several ways to approach handling conflict (see the Guide to the PMBOK), however the important point to keep in mind is we must confront the issue(s)and work with the individuals or groups to come to a win/win outcome.
Unresolved conflict can often lead to bitterness and resentment, which can linger and rise up later to sabatoge your project.
Wednesday, March 30, 2005
When Project Managers Attack!
As a project manager I have had my share of frustrations over the course of my career. Some days while working on certain projects I feel like why bother. I get to the point of thinking, if others don't care about the project's objectives, why should I? I can only give one good reason why the project manager should care about their projects; THAT IS WHAT WE GET PAID TO DO!
Certainly there are other reasons to care: a sense of ownership, responsibility to our customers, a commitment to finish what we started, personal pride, professional integrity, because it is the right thing to do, because others are counting on us, because as leaders we must always do what is expected, etc, etc, etc...
Project managers wear many hats. We are members of teams, leaders of teams, we are followers, we are stakeholders, we are fiscal planners, we are risk managers, risk takers, planners, schedulers, mentors, quality assurance reps, writers, motivators, listeners, we are empathetic, we are sympathetic, we demonstrate common sense when others don't, we demonstrate a fair and balanced approach to problems, and lots more.... You get the idea. You can see why we are sometimes frustrated. You can see why we need to be as professional as we can all the time.
I have communicated with many people that read this blog, and there is a lot of frustration out there in the Project Management world. The consensus seems to be that yes, there are organizations that do a good job of Project Management and have a great support structure for their project managers. But, it seems that a large majority of organizations don't do a very good job implementing and/or supporting project management, and according to what I hear, quite a few do a terrible job.
In many organizations the project manager position (if one exists) isn't viewed as a profession, but a job that can be performed by virtually anyone in the organization. That can be frustrating for those of us that consider ourselves to be professionals. We all get frustrated sometimes no matter what job we have. We all feel like we aren’t being supported which can lead us to believe that we are being “setup to fail”.
You know what, we all get paid to do a job, and sometimes the job isn't easy, fun, or structured the way we would like. If our managers value us as individuals then they should be willing to hear our ideas about what we need to be successful.
Keep in mind; the project manager can’t be successful on his or her own. They need a management structure in place that is committed to seeing Project Management succeed. Management must at least agree that Project Management adds or can add Value. Management must be able to state the Value that Project Management is adding or should be adding to the organization. If management can’t do that then you probably need to find a new place to work. It is that important.
As you probably know by reading this blog I usually try to reinforce the basics of Project Management, and today won't be any different.
Rule #1 - Team Conflict hurts Projects!
Team members need to remember that they must manage their departmental responsibilities as well as their project tasks to support the project to which they are assigned. Their management needs to assist the team members in setting priorities so that the project work doesn't suffer when the departmental work becomes more important.
Rule 2 - Management Apathy Hurts Projects!
All levels of impacted management must remember that if they are not engaged and interested in a project's success then their lack of support is a major contributor to project failure.
Rule #3 - Poor Planning Hurts Projects!
Project Management can only work when the project manager is given time to plan properly. Also, the project sponsor must explain the project's objectives clearly, and most importantly, obtain the entire team's commitment to meet the all of the project's objectives (this is a critical planning component). Simple project management principle: If you Fail to Plan, then you Plan to Fail. The failure to allow enough time for proper project planning is the sponsor's fault.
Keep fighting the Good Fight!
Certainly there are other reasons to care: a sense of ownership, responsibility to our customers, a commitment to finish what we started, personal pride, professional integrity, because it is the right thing to do, because others are counting on us, because as leaders we must always do what is expected, etc, etc, etc...
Project managers wear many hats. We are members of teams, leaders of teams, we are followers, we are stakeholders, we are fiscal planners, we are risk managers, risk takers, planners, schedulers, mentors, quality assurance reps, writers, motivators, listeners, we are empathetic, we are sympathetic, we demonstrate common sense when others don't, we demonstrate a fair and balanced approach to problems, and lots more.... You get the idea. You can see why we are sometimes frustrated. You can see why we need to be as professional as we can all the time.
I have communicated with many people that read this blog, and there is a lot of frustration out there in the Project Management world. The consensus seems to be that yes, there are organizations that do a good job of Project Management and have a great support structure for their project managers. But, it seems that a large majority of organizations don't do a very good job implementing and/or supporting project management, and according to what I hear, quite a few do a terrible job.
In many organizations the project manager position (if one exists) isn't viewed as a profession, but a job that can be performed by virtually anyone in the organization. That can be frustrating for those of us that consider ourselves to be professionals. We all get frustrated sometimes no matter what job we have. We all feel like we aren’t being supported which can lead us to believe that we are being “setup to fail”.
You know what, we all get paid to do a job, and sometimes the job isn't easy, fun, or structured the way we would like. If our managers value us as individuals then they should be willing to hear our ideas about what we need to be successful.
Keep in mind; the project manager can’t be successful on his or her own. They need a management structure in place that is committed to seeing Project Management succeed. Management must at least agree that Project Management adds or can add Value. Management must be able to state the Value that Project Management is adding or should be adding to the organization. If management can’t do that then you probably need to find a new place to work. It is that important.
As you probably know by reading this blog I usually try to reinforce the basics of Project Management, and today won't be any different.
Rule #1 - Team Conflict hurts Projects!
Team members need to remember that they must manage their departmental responsibilities as well as their project tasks to support the project to which they are assigned. Their management needs to assist the team members in setting priorities so that the project work doesn't suffer when the departmental work becomes more important.
Rule 2 - Management Apathy Hurts Projects!
All levels of impacted management must remember that if they are not engaged and interested in a project's success then their lack of support is a major contributor to project failure.
Rule #3 - Poor Planning Hurts Projects!
Project Management can only work when the project manager is given time to plan properly. Also, the project sponsor must explain the project's objectives clearly, and most importantly, obtain the entire team's commitment to meet the all of the project's objectives (this is a critical planning component). Simple project management principle: If you Fail to Plan, then you Plan to Fail. The failure to allow enough time for proper project planning is the sponsor's fault.
Keep fighting the Good Fight!
Tuesday, March 22, 2005
Loose Lips Sink Ships!
Have you ever heard of the "Three Ships to Success"? The one that is considered the best to have and/or demonstrate is Kinship. Kinship requires that you take time to nurture and build your relationships to make them stronger. The second ship is Sponsorship. This requires that a senior person in your organization take a personal interest in your career and your success. The third ship is Showmanship. This ship is your ability to delight and amaze your superiors, peers, and subordinates with your abilities and talents. While the three ships are important, without ability, skill, and knowledge the three ships will not take you very far.
While you work on your "three ships", keep in mind that if you work in a highly political environment you need to work on the following:
Don't criticize others.
Use data to back up your claims and don't exaggerate your needs or your customer's requirements.
Try to understand the political process where you work no matter how hard that may be.
Understand that many rules are out of date, no longer make sense, are not enforced, and are often ignored. Use this to your advantage, but never at the expense of another person, group, or your organization's reputation.
Prove yourself through your efforts, not by talking about what you once did.
Be respectful of others. Keep in mind they determine if you are treating them with respect, not you.
Be reasonable (this can be difficult). Note - I'm not sure who determines reasonableness.
On a personal note, I have never liked or performed up to my highest potential in highly political environments. The things I have listed above are weaknesses of mine and are things I need to work on to be a better project manager.
Remember relationships based on personal preference and personal styles are often major contributors to highly political organizations. Lastly, keep in mind the perceived and demonstrated values of your organization will drive the politics.
Rule of the day, the Three Ships of Success can help you to overcome political hurdles.
Tuesday, March 15, 2005
Project Management - Don't Do These Things
Don’t believe everything you are told about a potential project’s benefits. Investigate for yourself and plan accordingly.
Don’t take on a project that doesn’t have a strong sponsor that is committed to seeing the project succeed.
Don't forget that most project assumptions should also be risks.
Don't set project expectations that are higher than reality can deliver.
Don't try to define reality too early in the project planning phase.
Don’t define solutions that do not address needs.
Don’t forget to manage customer expectations.
Don’t forget to thank your team members for the good job they are doing.
Don’t be a whiner. A leader never whines and a whiner never leads.
Don’t forget that leaders need to have credibility.
Don’t forget that credibility requires honesty, dedication, commitment, and capability.
Don’t forget that people are the number one reason for project failure.
Don’t forget that empowering teams is a management function.
Don’t allow others to influence your attitude. Be positive in the face of adversity.
Don’t forget to have fun while working on your projects.
Don’t forget that Project Management is mostly art and some science.
Don’t take on a project that doesn’t have a strong sponsor that is committed to seeing the project succeed.
Don't forget that most project assumptions should also be risks.
Don't set project expectations that are higher than reality can deliver.
Don't try to define reality too early in the project planning phase.
Don’t define solutions that do not address needs.
Don’t forget to manage customer expectations.
Don’t forget to thank your team members for the good job they are doing.
Don’t be a whiner. A leader never whines and a whiner never leads.
Don’t forget that leaders need to have credibility.
Don’t forget that credibility requires honesty, dedication, commitment, and capability.
Don’t forget that people are the number one reason for project failure.
Don’t forget that empowering teams is a management function.
Don’t allow others to influence your attitude. Be positive in the face of adversity.
Don’t forget to have fun while working on your projects.
Don’t forget that Project Management is mostly art and some science.
Tuesday, March 08, 2005
Four Project Principles - Don't believe the Hype!
As I was reminded recently, it is always good to go back to the basics of what you know when confronted with issues that seem overwhelming.
Here are four basic Project Principles and some of my ideas regarding what to watch out for when managing your projects. As always, I welcome your feedback.
E-mail me at sfseay@yahoo.com
(1) Projects are often constrained from the start (Initiation Phase) by a fixed, finite budget and defined timeline. In other words, many projects have budgets that have strictly defined constraints and a timeline with a set start and end date. This is obvious to all project managers, however what is not so obvious is many times these budget and timelines are not sufficient (or realistic) to accomplish the project’s objectives. From the start, ensure the project sponsor is aware that budget and timelines may need to be renegotiated as project planning progresses.
(2) Projects can have many complex and interrelated activities that need to be coordinated so that proper organizational resources can be applied at the proper time. The big thing to watch out for here is "proper organizational resources". While you may not have input on which resources you get for your project, you do have input on the project’s estimates and schedule. Do not allow others to dictate unrealistic schedules or estimates for resources that are unproven, unreliable or untested.
(3) Projects are directed toward the attainment of a clearly defined objective(s) and once they are achieved, the project is over. Yea, right! Not all projects have clearly defined objectives, and if they do, they are not always achievable given the budget, time, and organizational constraints. Not only that, your organization’s culture can be a huge impediment to successfully managing your project. Be very careful when accepting a new project to ensure you are not being setup to fail. Do not accept projects with unclear or unrealistic objectives.
(4) Projects are unique. Because they are unique, the risks are great and failure is always an option. Minimize the risks by informing your sponsor that until you are finished with your initial project planning activities you may not be able to provide realistic budget and time estimates. Once you have completed your initial project planning activities, (project planning is continuous) provide your sponsor with an estimated budget and time range, and remind him or her that as planning progresses these ranges will be adjusted to closer reflect reality.
Here are four basic Project Principles and some of my ideas regarding what to watch out for when managing your projects. As always, I welcome your feedback.
E-mail me at sfseay@yahoo.com
(1) Projects are often constrained from the start (Initiation Phase) by a fixed, finite budget and defined timeline. In other words, many projects have budgets that have strictly defined constraints and a timeline with a set start and end date. This is obvious to all project managers, however what is not so obvious is many times these budget and timelines are not sufficient (or realistic) to accomplish the project’s objectives. From the start, ensure the project sponsor is aware that budget and timelines may need to be renegotiated as project planning progresses.
(2) Projects can have many complex and interrelated activities that need to be coordinated so that proper organizational resources can be applied at the proper time. The big thing to watch out for here is "proper organizational resources". While you may not have input on which resources you get for your project, you do have input on the project’s estimates and schedule. Do not allow others to dictate unrealistic schedules or estimates for resources that are unproven, unreliable or untested.
(3) Projects are directed toward the attainment of a clearly defined objective(s) and once they are achieved, the project is over. Yea, right! Not all projects have clearly defined objectives, and if they do, they are not always achievable given the budget, time, and organizational constraints. Not only that, your organization’s culture can be a huge impediment to successfully managing your project. Be very careful when accepting a new project to ensure you are not being setup to fail. Do not accept projects with unclear or unrealistic objectives.
(4) Projects are unique. Because they are unique, the risks are great and failure is always an option. Minimize the risks by informing your sponsor that until you are finished with your initial project planning activities you may not be able to provide realistic budget and time estimates. Once you have completed your initial project planning activities, (project planning is continuous) provide your sponsor with an estimated budget and time range, and remind him or her that as planning progresses these ranges will be adjusted to closer reflect reality.
Tuesday, March 01, 2005
Strategic Planning and Other Myths
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.
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, 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.
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!