Accepting Criticism

The other day while talking with one of my bosses I was told that I can come off sometimes as being pessimistic. I wasn't expecting this remark and had to think for a moment about my response. Basically my response was that yes, at times I can be pessimistic. After the meeting I started to think about my behavior over the past year, which led me to remember something I learned long ago. If we expect criticism we will seldom be disappointed when we receive it.

There are many types of criticism, and usually none of it is welcome. Destructive criticism seldom offers any value to the person receiving it and can cause them to be close-minded regarding any future criticism. While the criticism I received was presented in a constructive way, it still didn't make it easier to take. And for what it is worth, we must remember that criticism is just one person's opinion.

What is my point regarding all of this? Constructive criticism can help make us better by forcing us to stop and think about how we act, and interact with others. We need to remember that a positive, optimistic attitude will help us to build strong relationships and obtain the trust and respect of others. 

Criticism is something we can avoid easily - by saying nothing, doing nothing, and being nothing - Aristotle

Organizational Project Management Best Practices

A good reference book about Project Management is “The Portable MBA in Project Management by Eric Verzuh”. In the book Eric sites a major study that was conducted around what Project Management Best Practices look like in a typical large organization. Perhaps we can learn a few things by looking at the results.

Formal (agreed-upon) Project Management Structure

Companies that successfully implement and use project management have a formal structure in place. These organizations have repeatable project management processes, and executives of the company are engaged and accountable for the success of project management and the project’s that they sponsor.

A Repeat Project Management Process

Repeatable processes that are aligned to PMBOK (Project Management Body of Knowledge) Guide’s Nine Knowledge areas have been shown to increase the probability of project success.

Alignment of Projects to the Organizations Strategy

Projects that aren’t aligned will probably not be given a high priority (or proper support) within the organization. Projects that are aligned will have an executive sponsor that is engaged and measured against the project’s success.

Use of Tools

Project Managers need tools to do their job just like any other profession. The tools can be project management software, templates, and other items. The tools need to be closely aligned around the organization’s project management processes.

Experienced Project Managers

This was found to be the single most important success factor in the companies studied. The skills that successful project managers exhibit were:

Experience in Project Management
Ability to see the big picture
Excellent communications skills (verbal and written)
Willingness to do what it takes
Leadership and organizational skills
Problem solving skills
Collaborative and cooperative
Positive Attitude

The book is a great Project Management reference, is well written, and contains a wealth of information that will help you to be a better project manager.

For more information go to: http://www.pcigroup1.com/home_frm.htm

Wasted Time

As project managers we are very focused on time. As time passes, we often find that our project and personal objectives aren’t being achieved. We look back at our project or personal goals and see ways we could have done things differently that would have saved us time. We agonize over the loss of time, and look for ways to do more with less, or look to find additional resources to help make up for the lack of time.

I was recently sent a link to a website that brings the topic of time to the forefront. It has significant meaning, especially when applied to our personal lives. Be sure you have your sound turned up on your PC and give the link a try.

Hopefully in will enlighten you about the concept of time, and its importance in your personal as well as your business life.

Check out the site at: The Time Movie

The Project Manager as Planner

I think everyone agrees that the first responsibility of the project manager is planning. The project manager's main responsibility is to build the high-level plan, but it is the responsibility of the line/functional managers to build in or provide the details. We know that the project manager does not or should not control the resources that will ultimately do the work, but the project manager is responsible to see that that work is done right, on time, and on budget. There are some tips that will help the project manager create a better project plan and keep the project on track.

Some items to consider are:

• Define your tasks using non-technical language, and include descriptions or notes detailing the work involved
  
• Create milestones in your schedule to help track progress and use them as quality gates
  
• Ensure you have agreement with the line managers about the skill sets required of his or her resources
  
• Define up front how you will measure performance
  
• Define up front how you will measure quality
  
• Ensure you have a strong project sponsor that is engaged and supportive
• Use Communication plans to keep everyone informed
  

Doing the above (and lots of other things) will help ensure that everyone involved with the project will better understand their roles and have a vision of what the end product or service will look like.

Knowledge Management

Knowledge Management

Organizations have a lot of knowledge. This knowledge is critical to the organization’s success and is housed in many places. Knowledge transfer among employees is always a challenge, and most importantly most organizations do not have processes in place to ensure that timely knowledge transfer takes place.

An organization’s culture can inhibit effective knowledge transfer. Ineffective knowledge transfer can cause knowledge to be lost or be unclear when and if it is transferred.

Some ways to overcome ineffective knowledge transfer are:

• Face-to-face meetings


• Create an environment that is conducive to collaboration


• Set performance objectives around formal and informal knowledge transfer mechanisms


• Establish regular knowledge transfer procedures (meetings, documents, reports, etc)


• Hire people that are flexible and open to good knowledge transfer practices


• Conduct brainstorming sessions and document the what is learned/transferred


• Reward collaborative efforts


• Use failures as a way to create new knowledge

A common language is important for effective knowledge transfer to take place. Glossaries, scope statements, project objectives and project assumptions will help you to begin the process of knowledge transfer in the early stages of your project.

PMI World Congress - Toronto, Canada

I'm at the Project Management Institute's annual World Congress, which is being held this year in Toronto. Lots of good information is being exchanged and I have attended many presentations that are focused on Program and Portfolio Management. As we all know these conferences can add value to our careers, however we have to be ready to accept these ideas and be willing to implement them when we return to our regular jobs.

One of the areas I plan to focus on in the new year is expanding my skills around communications and scope management. We can never stop learning if we want to excel in our careers.

Have a good day, eh!

Project Management Insights - The Human Face of Project Management

The website below has lots of good information, and additionally has some very good templates. Check it out.

Project Management Insights - The Human Face of Project Management

DISCLAIMER *** Yesterday’s Project Management Best Practices Checklist posting

DISCLAIMER *** Yesterday’s Project Management Best Practices Checklist posting

Just so I don’t get in trouble, I didn’t author the checklist that appeared on the blog yesterday.  I found it buried in the reams of documentation, templates, and various Project Management documents that I have in my possession.  While virtually all of the postings on this blog were written by me, I will always credit sources when available.  I am unsure of the source of yesterday’s posting.

Thanks

Stephen F. Seay, PMP

Project Management Best Practices Checklist

Identify the participants and their roles.
Identify potential project team members as well as the major players in the user community that will test and except the final product or service.

Assign an experienced project manager early
This Project Manager will make or break a project. Be sure the individual has the expertise to manage the project and works well with others. Don't hesitate to look at outside sources if there is no one on staff that qualifies.

Assess the qualifications and experience of the planned project team members
Along with the project manager, assess carefully the qualifications and experience of each team member as they pertain to the specifics of this project. Keep in mind the importance of team players, and the ability to get along with others.

Complete a detailed workplan
A preliminary workplan with major milestones should have been completed while developing the PIJ. Now is the time to work with the project manager in identifying the tasks involved for each milestone. The workplan should list the tasks for each milestone with the estimated hours, start and stop dates, costs and responsible parties. Sample workplans and templates are available through GITA upon request.

Establish an issues control tracking system
Establish a method by which, all issues pertaining to the project are recorded and can be reviewed regularly and tracked by the project team. All issues should eventually have a documented resolution. Software to perform these functions may be available through GITA upon request.

Establish a regular project team review meeting schedule
Regularly scheduled project review meetings should be incorporated into the workplan. These meetings are to review the current progress of the project including the percentage of completeness of workplan tasks.

Establish a participant update meeting schedule
Periodic participant update meetings should be incorporated into the workplan. These meetings are to present the current progress of the project to upper management and major participants in the user community.

Conduct a project kickoff meeting
Officially start the project with a meeting of all parties involved. The project team should be introduced, the milestones reviewed with estimated completion dates, and expectations as to the level of participation, should be outlined.

Keep IT Simple

There was a popular survey some time ago that asked leaders in several mid-sized companies about their success. One of the main reasons that many were successful is they focused on simplicity in everything they did. The study concluded that simple, focused companies were more profitable.

The Pareto or 80/20 Principle can help us realize the power of keeping things simple.

Some popular statistics that relate to the Pareto Principle are below:

80% of beer is consumed by 20% of the beer drinkers

80% of classroom participation comes from 20% of the students

80% of traffic jams occur on 20% of roads

20% of your clothes will be worn 80% of the time

80% of sales are generated by 20% of the sales staff

80% of problems are generated by 20% of the employees

80% of problems come from 20% of the customer base

Now that we know this, how do we make things simpler? The answer is "simple". We need to analyze the data. We cannot guess where the problems are. We cannot just use emotion. As I have stated in previous posts, it is important to look at your business processes to eliminate waste and complexity.

Questions to ask yourself and your organization when seeking to simplify your business processes:

What are our processes?

Who are our customers?

What systems do we use? Do we have the right systems in place to support our business?

What services do we offer internally and externally? Are they still valuable today?

Look for the 20% that adds value and eliminate or redesign the rest. Keep in mind that we are looking to automate, minimize, isolate, reduce, redesign, or reallocate those things that are not helping us to achieve simplicity.

Keep it Simple!!!

Project Management Behavior

When CIOs were interviewed by ComputerWorld in 2001 regarding what skills a Project Manager should have, the consensus was the following competencies are the most important: Technology, Business, Behavior - not necessarily in that order.

I know that I have lived a sheltered project management life, but I think many project managers haven't sufficiently mastered the "Behavior" competency. My experience is limited, but I have worked with many project managers, and I believe that we all could improve our skills as they relate to the "Behavior" competency. We should all be able to agree that in order to motivate people a project manager needs an understanding of human behavior and how to motivate teams. How many project managers do you know have mastered these skills? How well do you do in this area? I can admit that I have room for improvement.

As I said, "Behavior" was listed in the top three of the most important competencies. I find that to be interesting because other surveys of CIOs find that the number one complaint about project managers is that they are whiners and excuse makers. How can we change that? Collectively we must decide as project managers we will exhibit the highest ethical and behavioral standards. We will empathize with others, we will be known as good listeners, and we can be trusted to not gossip and participate in destructive office politics.

Project Managers and Meeting Facilitation

I really do not like meetings. For the most part, I find my time would be better spent doing other things. As project managers, we will be involved in meetings. When we call a meeting we need to ensure that the meeting has an agenda and that meeting minutes are taken.

I find that one of the things that is usually missing from larger meetings is a good facilitator. As a project manager that has called a meeting it is usually best if you have a person (other than yourself) designated as a meeting facilitator.

A Facilitator is: one who brings organization and process to the meeting so attendees are able to interact effectively and make sound business decisions. They enable good meeting habits and support the group to achieve exceptional outcomes.

A Facilitator provides leadership without taking control. They get others to assume responsibility and help them to participate and lead effectively.

Facilitators should:

Assist the group to identify goals and objectives around the meeting topic
Help identify attendee needs
Guide discussions to keep them focused on the agenda
Ensure assumptions are brought out and discussed
Guide the group to consensus on issues by ensuring all attendees are heard
Use tools and processes to ensure the meeting is run efficiently and good decisions are made
Lead brainstorming sessions
Help attendees to assess their skills and assist them in building new skills to support the meeting's objectives

A good facilitator can bring clarity and focus to a meeting. There are many resources on the internet, and there are many good books on the subject. Effective meetings help to build effective outcomes. Ineffective meetings can be seen as time-wasters and can alienate some of the people you need the most.

Make sure your meetings are efficient and effective. One way to do this is to survey meeting attendees to gather feedback.

Until next time…

Strategic MRO and Asset Management

I just returned from a conference entitled MRO-World. The purpose of the conference was to enhance learning around activities that support Asset Management and the Maintenance, Repair, and Operation (MRO) of those assets. How does this fit in with Project Management? As we all know, Operational activities are focused on maintaining, while Project activities are focused on change. Having said that, Operations activities still have change that needs to be managed.

Strategic MRO is composed of business processes, and is not meant to be an activity management mechanism. Strategic MRO is focused on managing change and continuous improvement in regards to a company's assets. Where I work, we have Strategic Assets that must work nearly 100% of the time. Our systems consist of Water Distribution, Waste Water Treatment, Storm Water Management, Land Fill Operations, Roads, Traffic Control, IT Systems, etc. How these assets are maintained, repaired, and operated can have a huge impact on the bottom line.

In my opinion Project Management can help in the implementation of software to manage assets, in helping scheduling the work to support the MRO of the assets (preventative maintenance for example) , and additionally through communicating the status of critical work and changes to assets going on in the Enterprise.

Part of any organization's responsibilities is to manage their assets to maximize their value. To do this they must:

Define the current state of the asset
Determine the future asset state objectives
Perform a gap analysis between the current and future states
Develop a prioritized task list of what needs to be done to close the gaps

This sounds a lot like project management to me. As I said, I will be doing more research in this area and will report my findings here. As always I welcome your feedback.

What is a Project?

As the readers of this blog know, I try to cover the basics of Project Management. As project managers, we get in trouble when we try to complicate things. In my career, I have worked for many different types and sizes of organizations. Some have embraced Project Management and others have made excuses so as not to be constrained by what they believe is a process that slows things down (adds cost and overhead). I have preached the same message for years. Project Management is designed to help reduce or eliminate rework and surprises at the end of a project.

So why don’t some organizations see the value of Project Management? Usually it is because they do not understand the benefits of Project Management, they do not trust the Project Managers they currently have, or the ones they have encountered in the past. OK, we can accept that, however, what we should never accept is the idea that Project Management just adds cost and overhead.

We need to educate those around us about the difference between projects and other organizational work. Senior management needs to realize the fact that work is basically broken down into two areas: Operations (focused on Maintaining) and Projects (focused on Change). Most organizations do an adequate job of managing their operations; however, my experience (limited as it is) has shown that projects and the support of project management vary greatly.

Every organization has projects; sometimes they are just too busy to realize it. As project managers, we need to keep fighting the good fight of educating the influencers in our organizations about the benefits of Project Management. In addition, we need to realize that the benefits of Project Management are demonstrated in the successful implementation of projects. Do not preach the benefits of Project Management; demonstrate them by walking the walk and talking the talk.

Therefore, to answer our central question and wrap this up, a project is:

A temporary endeavor to create a unique product or service

Unique

Constrained by a finite budget

Constrained by a finite timeline (defined start and end date)

Composed of interrelated activities

Focused on attaining one or more clearly defined objectives

The last point needs to be stressed. Without clearly defined and agreed upon objectives your project is doomed to fail from the start. I would also add that your project does not have a chance for success unless you have an engaged, influential, and respected executive in the role of project sponsor.

Quality Project Management

Continuous Improvement is the output of a good Quality Management process, and Continuous Improvement requires the proper application of Quality Tools and Techniques. One of the most recognizable Quality Tools is the "Deming Wheel". The Deming Wheel is a simple diagram that focuses efforts around: PLAN, DO, CHECK, and ACT (PDCA Cycle). While this diagram may seem simplistic at first sight, it is a very powerful tool when applied to projects. In fact, Project Management is dependent upon the PDCA Cycle to deliver effective results.

A quick summary of the PDCA Cycle follows.

Plan is the intial phase of the PDCA Cycle. High levels goals and objectives are agreed upon and resources are acquired. In this phase we are identifying a particular problem or problems and breaking them down into manageable tasks. We want to decide specifically how we will solve the problem and establish metrics to measure progress.

Do is executing the Plan. Also, reporting is done in this phase to check progress. Do can be prototyping in the IT world, designing experiments, constructing a building, buiding a model, etc.

Check is the evaluation phase. Did we do what we said we were going to do? Did we meet the project's objectives? What does the data tell us? This is where are metrics are analyzed. We are looking at our KPIs (Key Performance Indicators) and making reccomendations for action.

Act is the adjustment phase. What are we going to do to get back on track or to make improvements? Should we continue or cancel the project? Do we need to replan and start the cycle over again? Here we are acting on our findings from the Check phase. We want to make sure we are acting on the right information at the right time.

The PDCA Cycle is a great tool to help us be successful in Project Management. Using proven Quality Management tools that support Continuous Improvement will help project managers to do a better job managing their projects.

Remember the Four Principles of Quality Management are:

Customer Satisfaction

Plan Do, Check, Act (PDCA) Cycle

Management by Fact

Respect for People

Combining these Quality Principles with your Project Management Processes will lead to powerful results for your customers.

Project Communications Plan

Project Communications Planning is a process that is continuous throughout a project. When building your initial Project Communications plan focus on the following:

Define Your Audiences - Who needs to know What, and When and How do they need to know it. Communication needs and audiences will change as the project moves forward. Plan for it.

Start from the Top and Work Your Way Down the Chain - Start your Communications with the highest levels of the organization first, then work your way down to the team members. Repeat this cycle.

Target Your Message to the Different Groups - Different groups (and sometimes individuals) may require different types of communications media (e-mail, status reports, web site, face-to-face, memo, etc.). Plan for these different types of communications vehicles up front.

Define Roles and Responsibilities - Ensure that your Project Communications Plan includes Roles and Responsibilities for key stakeholders.

Status Reports - Status Reports are a great form of Project Communication if kept short and to the point.

Repetitive Messages will be Required - The same message delivered using different mechanisms and sources will help to reinforce your message.

Anticipate Conflict - Tailor your communications to overcome Conflict before it occurs. Keep in mind that Conflict will always occur on a project. Conflict needs to be anticipated and managed continuously throughout the project.

Allow for Anonymous Feedback - Create a way for people to relay their positive and negative feedback anonymously.

Project Managers need to recognize that good Communication is important because it helps to reduce conflict, increases information distribution, and helps to silence critics while reinforcing the positive aspects of your project.

Wow! Projects

As many of you may know from my previous blog entries I really like Tom Peters. Tom has so much energy and passion, and additionally, he has some great ideas regarding reinventing work. In my opinion, his ideas around Project Management are revolutionary, bleeding-edge, and way out in front of what is considered the "norm". Recently while reviewing his website I found myself reading about what Tom calls "WOW! Projects". If you have a moment, take the time to read what Tom has to say about WOW! Projects.

To reflect a bit, as I look back over my career I do not think I have ever worked on a WOW! Project, and in hindsight that is a disappointment. As a Project Manager, I struggle every day trying to manage my projects to a "successful" conclusion. Over the course of my career when managing individual projects how that project's success is measured has many times been a moving target. Stakeholders and the project sponsor change their minds in the middle of the project regarding what they want and the ensuing scope changes cause the project success measurement bar to move.

While the project manager is responsible for project success and scope management, the project sponsor can influence project success when stakeholders have more influence over the scope of the project than the project manager does. While this does not happen on every one of my projects, a lesson to be learned is that I must be vigilant regarding stakeholder management.

NOTE: Remember the number one measure of Project Success (according to PMI) is Customer Satisfaction.

In my opinion WOW! Projects require a strong executive sponsor and a well-oiled projectized organization (in addition to many other things) that is not opposed to taking risks. In addition WOW! Project stakeholders must be committed to supporting the following goals of a WOW! Project.

A WOW! Project's Goals are:
An enhanced "customer experience" (internal and external)
Dramatically increased sales
Sharply reduced costs
Improved operating margins
Accelerated leadership and talent development
Innovative solutions to wide-ranging issues
Improved employee morale and job satisfaction
Accelerated post-merger integration
Enhanced stakeholder and community involvement
Cultural transformation

I recognize that I have a lot of work to do to turn my projects into WOW! Projects. Personally I do not think every project that we are assigned can be a WOW! Project, but I do believe if we keep the WOW! Project goals in mind our projects will add more value to the organizations we serve.

What do you think? Until Next Time...

Best Practices for Project Management

Good Planning will Eliminate Many Surprises - Most project problems can be traced back to poor planning desicions, or inadequate planning. Take the time to plan your project properly.

Have Agreed-Upon Project Objectives - Ensure that the project has several agreed-upon objectives that can be reviewed throughout and at the end of the project to ensure they have been met.

Create Verifiable Milestones in your Project Schedule - To measure progress make sure you have milestones that can be verified by someone outside your team. This will assist you to measure real progress.

Manage Scope - Ensure the Project Sponsor approves all Scope Change Requests. Make sure you give the project sponsor your opinion whether the Scope Change Request (SCR) should be approved and why or why not.

Track and resolve Project Issues in a Timely Manner - Ensure that you keep an accurate log of Project Issues and that this log is distributed to the Project Team and Sponsor on a regular basis.

Continue to Assess Your Project Risks throughout the Project - When meeting with your team it is a good idea to reassess the Risks you identified in planning and to see if any new Risks have surfaced that need to be captured.

Communicate Status on a Regular Basis - Depending on the size of your project a status report can be delivered orally, via e-mail, formally, via a website or some other mechanism identified in your Project Communications Plan.

Be Personable and Approachable - Many people will be more willing to help the Project Manager if they are friendly, personable, and trustworthy. Don't be arrogant, rigid, or unreasonable. The project probably won't be successful if your team members distrust and dislike you.

Look for the Warning Signs - Is your team's morale low? Is your schedule off course? Are your team members fighting all the time? Is the team working excessive amounts of overtime? You better regroup now before the situation gets out of hand. Bring the sponsor in to your next meeting and let them assess the project by asking then team for a collective status report. Have the sponsor interview team members one-on-one to look for hidden agendas and unspoken fears.

Most of all, Have Fun.

Condemed to Repeat the Past?

Have you ever heard the old quote by the philosopher and poet George Santayana that states, "Those who cannot remember the past are condemned to repeat it"? In project management, we need to remember that historical data is our best friend when planning new projects. Do not forget when doing your planning to use empirical data from past projects. This data can help you to reduce negative risk and increase your odds for project success.

Other information to review when planning new projects:

Review your companies past project files for information regarding past resource estimates, lessons learned, budget data, risks, assumptions, etc...

Conduct interviews with select project team members from past projects to understand what went right and what went wrong.

Interview customers and other project managers for lessons learned from their past projects.

Do searches on the Internet about similar projects to gather information which might assist in planning your project.

Most importantly, use Risk Management during the planning cycle to identify issues that could cost you big later on.

Finally, do not fall victim to the project manager's curse of not learning from the past. Remember the old saying, "Those who cannot remember the past are condemned to repeat it"

The Perfect Project Manager

I have a book entitled “What Makes a Good Project Manager” by James S. Pennypacker and Jeannette Cabanis-Brewin. In the book, there is a reference to a 2001 ComputerWorld article that discusses “The Perfect Project Manager”. The consensus of the article was in the world of Information Technology (IT) there are three general areas of Project Management competency: Technology, Business, and Behavior (in no certain order).

One of the CIOs interviewed in the ComputerWorld article stated “in order to motivate IT workers, you need … an understanding of human behavior and how to motivate teams.” Do not miss this important point. Project Managers are primarily team leaders, motivators, and communicators. Project Managers will not be successful managing IT projects if they do not have an understanding of basic human behavior.

It has also been determined there are three Project Management skills that are required for success in IT:

General Management Skills

Project Management Skills

IT Management Skills

Under General Management, the key areas of expertise are (not in order):

Thinking Skills

Organizational Awareness

Leadership

Interpersonal Relations

Communication Skills

Many companies are now interviewing Project Managers placing a heavy emphasis on character traits versus professional competencies. These companies realize if a Project Manager cannot get along well with others and have poor communication skills they will not be successful.

The key to project success is having a competent project manager and the number one competency of a project manager is honesty. Research has shown that projects are more likely to fail because the human elements are not managed. In order to mitigate this type of risk project managers need to develop skills that support sound decision-making, good communications, motivational techniques, and conflict management.

Are You Trustworthy - Part II

I have always admired Stephen Covey’s writings. In his book “The Seven Habits of Highly Effective People” Mr. Covey talks about being Trustworthy. As project managers if we are not trustworthy, we are not going to be effective. When you are trustworthy, you can be counted on to keep your word. Trustworthiness is a qualitative measure so we cannot apply some objective measure to how honest or reliable a person is.

As mentioned in Paul Friedman’s Book “How to Deal with Difficult People”, Paul states “Faith in people is fragile”. “Every single breach of trust diminishes people’s confidence in you”. Paul goes on to say, “Most people believe themselves to be more trustworthy than others think they are. We forgive ourselves more readily for minor transgressions that linger in other people’s minds. We know why we neglected to do something. We know we had a good reason and intended no harm. However, others cannot read our minds or know what our lives are like”.

Take your promises seriously. When you are unable to keep your commitments, be quick to admit fault, explain, apologize and do whatever is necessary to repair the damage and reassure others that you will redouble your efforts so you do not repeat the same mistakes. Trust is earned, but it is earned only after you demonstrate that you are Trustworthy.

Project Requirements and the WBS

The project manager is responsible for controlling a project's requirements. To start the process of managing requirements the project manager works with the team to create a Work Breakdown Structure (WBS).

A couple of things to keep in mind regarding a WBS are:

A WBS should identify the level tasks to be completed, and relate to the project’s deliverables.

The customer(s), project sponsor, and stakeholders are actively involved in creating the WBS.

The WBS helps avoid future "scope creep".

As you can see the WBS is an important project artifact. The WBS accomplishes several things:

It assists the project team to identify and create specific work packages

It is another way of communicating the project's objectives to the team

It is the foundation for future project planning and activity sequencing

In closing, a WBS summarizes deliverables, shows work relationships, helps the team to estimate costs and perform risk analysis, and assists the team to identify project assumptions and dependencies.

The WBS is your friend. Start taking time to create one for every project.

Business Process Mapping

Does your organization perform business process mapping? Mapping of business processes is important if you want to understand what is happening. Mapping your "as is" processes tells you a lot about what you may already know, but also a lot about what you don't know.

When you begin to map your processes, you will start to see the activities, products, information, and decisions being made that support the process.

Some reasons to map your business processes are:

Mapping the "as is" processes will assist your team when doing detailed analysis

Helps to identify process ownership, and identifies the roles that support the process

Helps to show the difference between cycle time and value-added time

Helps to measure process performance

Helps to identify problem areas to address

Establishes performance baselines when creating "to be" processes

Identifies process bottlenecks, and disconnects

Shows relationships between activities and products

NOTE: When looking at what processes to model, the processes that cross functional business areas should be addressed first.

Three principles to keep in mind when process modeling are (in this order):

Eliminate wasted time and work

Consolidate efforts where possible

Automate (where it adds value)

When process mapping we are always asking questions like "why are we doing this", "why are we not doing that", "can this step be eliminated, consolidated, automated", "can we do this step/sub-process better, faster, smarter, cheaper”? Business process mapping can help your organization to operate more efficiently and respond to change faster, which ultimately will lead to improved customer satisfaction.

For more information be sure to Google "Business Process Mapping" or "Business Process Modeling"

Project Management Basics

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.

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”.

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.

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!

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.

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.

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.

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.

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

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.

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.

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.

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.

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.

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.

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.

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.

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

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

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!

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.

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?

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

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.

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.

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.

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.

PMI 2004 World Congress

I'm in Anaheim, California this week for the Project Management Institute's (PMI) Annual World Congress. This year's event has been well organized, and I have gained a lot of new knowledge that I can use on my projects. Stay tuned for more information.

The Keynote Speaker for this years event was Tim Sanders. Tim authored the book "Love is the Killer App" and gave a great keynote presentation. I have purchased his book (you can also by clicking the link on this page) and when I finish reading it I will write my thoughts here. Suffice it to say that Tim left a big impression on me and I'm sure all the other attendees that listened to his presentation. Tim is a smart man that has some great insights that all project managers can use when working with members of their team. Check out his website by clicking here.

I will provide new links, hints, and tips in the coming weeks that I acquired while attending this years conference. Check back in the next few days.

Communications and Listening

How well do you listen? When speaking with others, most people want to make a point and fail to remember that communicating is always two-way. When we are e-mailing, talking on the phone, or creating presentations we must remember that there is a communications feedback loop. That feedback loop helps to ensure the communication was received and understood. If people misunderstand your message, you failed to communicate.

What do you do when you realize that you aren't being understood? You listen carefully! Listening attentively lets the communicator know you are supportive and paying attention. When involved in a conversation, don't interrupt; let the speaker know you are listening by using reinforcing body language and verbal cues.

When planning your communications, use the words of Stephen Covey, "Seek first to understand, and then be understood".

Project Failure

If you are an "experienced" project manager and haven't had a few project failures, in my mind, you aren't a very good project manager. Project managers must constantly push their team members towards exceeding their comfort levels, take (calculated) risks, be decisive, make firm commitments, and be aggressive when base-lining and managing the triple constraints (Time, Cost, Quality). Just like a successful NASCAR driver, a project manager must learn to live close to the edge of disaster, but while doing so, he or she must aggressively manage their project’s Risks.

In my opinion, too many project managers are unwilling to set firm expectations with their team for fear of being unpopular. There are going to be times when your project team doesn't really care if a milestone is missed or a promise isn't kept. The problem is your project isn't always your team’s top concern. Don’t forget that. You live with and for your project and at the same time some of your team members might loathe your project. Many team members have other responsibilities outside of your project and your project may be preventing them from doing their regular job.

Project Tip - If you find that you have members on your project team that aren't 100% committed to achieving the goals of your project, you need to start thinking about replacing them.

Based upon my experience, - at least on IT projects - most project problems that are encountered in the Project Execution phases are the fault of the project manager. Proper Risk Management will help the project manager foresee and mitigate many problems that will arise during project execution. If you have lots of problems and issues on your project you did a poor job of Risk Management in the planning phase.


Some things to keep in mind to avoid failure when planning your project:

Be crystal clear when communicating with your team. All important communications should be in writing.

Don't allow project committees or executive oversight groups to dictate how you plan your project.

Communicate quickly to your team and senior management if you believe that your project is out of control.

Don't assume that suppliers or vendors will be honest with you. Make sure you continually follow-up and get commitments in writing (preferably in the contract).

Split your project into manageable phases.

Ensure that your end users are involved every step of the way.

Communicate Status as often as is needed. Include bad news, problems, issues, and concerns in your status report and be sure to include how you plan to overcome them.

Don't let your project fail because you aren't communicating or your team isn't functioning properly.

Believe in the statement that “Project failure is always the Project Manager's fault”!

Surround Them, Margnalize Them, Forget Them!

Tom Peters a highly regarded speaker and writer said it best in his book The Project 50, “as project managers we should not try to convert our project enemies by overcoming their objections” and I would add through appeasement. Tom states “we should set out to surround and marginalize them; additionally, the most effective change agents ignore the barbs and darts, their time is spent on allies and likely allies”.

It seems to be in our nature to take on those that oppose us, particularly if they have been attacking us behind our backs. This taking on of the opposition is a waste of valuable project time and detracts the project manager from the task at hand. All projects will have detractors, whiners, and complainers. Don’t waste your time trying to convince them of the error of their ways. Let your project’s results answer your critics!

As project managers we need to spend our time working with our advocates and supporters, not answering our critics. If you say you don’t have critics on your project than I say you probably aren’t a very good project manager. The project manager that has friends everywhere on his projects is usually trying to satisfy everyone, and many times at the end of their project – if it ever ends – there will be low overall satisfaction due to all of the tradeoffs that were made between all of the competing interests.

When you push people, demand excellence, set deadlines, push for quality, hold individuals accountable, and are firm on agreed upon commitments you are going to ruffle some feathers. Get over it, and realize no matter what you do on your project there will always be detractors. Just don’t let the detractors sway you from implementing your project on time, on budget, within requirements, and most importantly with a satisfied customer as your biggest fan.

People are the Problem?

The employees within your company either help it to prosper or impede its effectiveness. Because employees at all levels of the organization make decisions that could effect your project, we as project managers need to be aware if these workers are motivated, properly placed, supported by senior management, and well trained.

A good question to ponder before starting work on that new project is: will your project team be staffed with the right people, having the right set of skills, doing the right things, at the right time, in the right place?

Also, are your project team members motivated and committed to doing a good job, and are they supportive of the company's goals, mission, and values? Do they have the support of their management? Is there a senior management representative assigned to your project that will act as Project Sponsor and be held responsible for the success of the project?

If not, STOP YOUR PROJECT!

Refuse to work on or manage a project that doesn't have motivated, skilled, properly trained team members. Better to kill a project (or recommend one to be killed) than to be the one that hears the words "You're Fired" when the project fails.