Vacation is Over, but what a Ride!

Some photos from my vacation are included below. I rode the Harley to Cartersville, GA, Fontana Dam, NC, up and around the Blue Ridge Parkway, on to Asheville, NC, then back home. The weather was great, the scenery incredible, and the break from work much needed. Hopefully the photos will tell part of the story.

Mountain View



Flowers in the Mountains



Devils Courthouse - Blue Ridge Parkway



Another View



Motorcycle Project Dude

Vacations are Projects Too!

Well I'm off for vacation on Saturday. I'm riding my Harley-Davidson to Atlanta and staying for a couple of days with a friend, then moving on to the Road King Riders Rendevouz in Fontana, NC. After a couple of days of riding in the Smokey Mountains I will ride to Asheville, NC for my sister-in-laws wedding.

In order to make sure the trip is as uneventful as possible, I have created a checklist of things to do and take, as well as pre-planning my route. Additionally, as part of the pre-trip process I have completed a maintenance and safety check on the motorcycle, and ensured I have my insurance, registration, and other paperwork required for the trip.

While taking the time to plan the trip won't guarentee success, it should reduce the chances of problems while on the road.

What out for Motorcyles, they are Everywhere! 

Quotes from Tom Peters

As many of you know I'm a big fan of Tom Peters. I own a couple of his books, and I like to review materials on his website from time to time. Below you will find several quotes and bits of wisdom that I have gleamed from Tom's writings. Hopefully you will enjoy them as much as I have.

In any public-sector business, you must become an avid student of "the politics," the incentives and constraints, mostly non-economic, facing all of the players. Politicians are usually incredibly logical if you (deeply!) understand the matrix in which they exist.

Risk Assessment & Risk Management is more about stories than advanced math i.e., brilliant scenario construction.

Don't waste your time on jerks, it'll rarely work out in the mid- to long-term.

Under promise (i.e., don't over-promise; i.e., cut yourself a little slack) even if it costs you business; winning is a long-term affair. Over-promising is Sign #1 of a lack of integrity. You will pay the piper.

There is such a thing as a "good loss", if you have tested something new and developed good relationships. A half-dozen honorable, ingenious losses over a two-year period can pave the way for a Big Victory in a New Space in year 3.

Keep it simple! (Damn it!) No matter how "sophisticated" the product. If you can't explain it in a phrase, a page, or to your 14-year-old ... you haven't got it right yet.

Don't hold grudges. (It is the ultimate in small mindedness, and incredibly wasteful and ineffective. There is always tomorrow.)

Little People often have Big Friends!

Work hard beats work smart. (Mostly)

Phones beat email.

Obsess on ROIR (Return On Investment In Relationships).

Scoring off other people is stupid. Winners are always in the business of creating the maximum # of winners among adversaries at least as much as among partners.

Your colleagues' successes are your successes. Period.

Lend a helping hand, especially when you don't have the time.

Don't get too hung up on "systems integration", first & foremost, the individual bits have got to work.

For Gods sake don't over promise on systems integration it's nigh on impossible to deliver.

It's Relationships, Stupid; Deep and from multiple functions.

Don't over-schedule. Running late is inexcusable at any level of seniority; it is the ultimate mark of self-importance mixed with contempt.

"Preparing the soil" is the first 98 percent. (Or more.)

Be kind. It works.

Opportunism (with a little forethought) mostly wins.

"Reward excellent failures. Punish mediocre successes."

Integrity. Credibility. Humanity. Grace.

Strategic planning is the last refuge of scoundrels

Focus groups are counter-productive

All information making it to the top is filtered to the point of danger and hilarity

"Success stories are the illusions of egomaniacs (and "gurus")

If you believe the "cause & effect" memoirs of CEOs, you should be institutionalized

"Top teams" are "Dittoheads"

"Expert" prediction is rarely better than rolling the dice

Statistically, CEOs have little effect on performance

Success kills

The Water is Full of Sharks

In the past, I enjoyed reading the book, "Power and Politics in Project Management" by Jeffrey K. Pinto (and still review it periodically). One section of the book has had special significance for me of late. I have to admit that I'm not a very good politician. I have learned over the years that playing politics is a skill set I need to work on. As mentioned in the book, we need to be aware of all political behaviors (Naive, Sensible, and Shark) and react to them appropriately if we are to keep ourselves from getting in to trouble.

One behavior I have had the unfortunate experience of witnessing lately is that of the Political Shark. These types of people have certain character traits that if not recognized can negatively impact our careers. These sharks know how to play the self-serving political "game" and don't mind leaving blood in the water. They are experts at manipulating the system to get their way and have no interest in serving anything but their own desires. They have loyalty only to themselves and their own goals.

SHARKS ARE PREDATORS, AND ARE INDISCRIMINATE WHEN FEEDING!

To quote from the book, "work with them (sharks), and one is likely to be used and manipulated; get between them and their goal and their behavior becomes utterly amoral." "The only cause these individuals espouse is their own."

The author goes on to make an important point; Sharks "enter organizations with the express purpose of using politics and aggressive manipulation to reach the top."

As summarized in the book, Sharks are:

* Opportunistic

* Self-serving and predatory

* Manipulators that will use fraud and deceit when necessary

* Bullies that will misuse information and use others to service their own means

Do you know or work with or for a shark? What can a project manager do to ensure these types of individuals don't negatively impact their projects?

Here are some things to keep in mind:

* Be aware that sharks exist in your organization

* Know who the sharks are and avoid them whenever possible

* When working with sharks, be very careful not to become their prey

* Learn to be politically "Sensible"

* Be a good negotiator

* Expand your network and be fair and honest in all of your dealings

* Be comforted in the fact that Sharks will eventually move on to new feeding grounds

It is unfortunate that political sharks are so prevalent in organizations. They offer little value to the organization other than to serve their own means. Occasionally sharks do good things, but the cost of their behavior will always be a disruption to the organization. The benefit is rarely worth the cost.

Don't trust a shark. Don't turn your back on them and don't take them lightly. Remember they are self-serving and will stop at nothing to satisfy their appetite. I have seen the damage they can do first hand and I know they are indiscriminate in the way the feed. Even though we have to swim with the sharks, we don't have to become their victims.

Keep your friends close, but the sharks closer.

Project Challenges

I just received the latest addition to my project management library. The book, The Wiley Guide to Managing Projects is big (over 1400 pages), comprehensive, expensive, and has more information than I could absorb in a lifetime. While I wouldn't recommend the book for everyone, I would say that it covers just about every aspect of project management in enough detail to make it a book you should consider having on your desk.

I have been very busy with a large enterprise project that has been a real challenge. As project managers we have all been in the same boat regarding managing projects that have taken on a life of their own. We have the knowledge, experience, and lessons learned from past projects to manage these projects effectively, yet our current project(s) aren't going as planned. Are you managing "change"?

Project change and the associated problems/opportunities they create are all part of the project management game. Changes to project scope can improve project results, however it helps if we can anticipate these changes so we can manage them more effectively.

Project change requires that we communicate and anticipate. Failure to manage change can result in project failure and cost overruns. Additionally, relationships can be damaged and careers ruined. Needless to say, these things happen to project managers everyday.

So what do we do when faced with the big project challenges? My advice is to keep plugging away and rely on your experience, knowledge, perseverance, and project management fundamentals to get your projects back on track.

Any war stories you have can be added to the comments section.

Thanks,

Stephen F. Seay, PMP

Keep fighting the good fight.

Good Project Management Websites

The list of useful Project Management links was found on the forums over at http://forums.pmforum.org/

REPOST - Cleaned up Links and Formatting

The new eProject eLounge (A great source of blogs, forums, download, and other info)
http://elounge.eproject.com/

100 Rules for Project Managers (Some great gems of project management wisdom from NASA's Goddard Space Flight Center.)

http://www.altisinc.com/Links/100_Rules.html

12Manage – Management method, models and theories
http://www.12manage.com/

4PM – Free project management knowledge library
http://www.4pm.com/

AllPM - Project Manager's Resource Center
http://www.allpm.com/

ASAPM (American Society for the Advancement of Project Management)
http://asapm.org/

CapacityPlanning.Com
http://www.capacityplanning.com/

CIO Magazine (Good information for a variety of subjects including project management.)
http://www.cio.com/

CM Today - Configuration Management News
http://www.cmtoday.com/

Cutter IT Journal
http://www.cutter.com/itjournal/

Defense Acquisition University 4 PMs
http://www.dau.mil/pubs/pmtoc.asp

Earned Value Management
http://www.acq.osd.mil/pm/

Effective Meetings
http://www.effectivemeetings.com/

e-Programme - Portfolio Management Web Site
http://www.e-programme.com/

GanttHead - Developed for PMs by PMs
http://www.gantthead.com/

HrGopher - Good HR information for everyone
http://www.hrgopher.com/

Information Systems Specific Interest Group (PMI)
http://www.pmi-issig.org/

IT-Director.Com, information for the IT Director
http://www.it-director.com/

itmWEB, IT Management information
http://www.itmweb.com/

ITtoolKit for Managing Technology, PM Toolkits and information
http://www.ittoolkit.com/index.shtml

The wisdom of Max Wideman
http://www.maxwideman.com/

Methodology.Org
http://www.methodology.org/

MIT's Project Management Resources
http://web.mit.edu/pm/

NewGrange - Center for Project Management
http://www.newgrange.org/

PM Boulevard
http://www.pmboulevard.com/home.jsp

PMI (Project Management Institute)
http://www.pmi.org/

Portfolio Management Forum
http://www.portfoliomgt.org/

PowerPointers - Creating Effective Presentations
http://www.powerpointers.com/

Product Development & Management Association
http://www.pdma.org/

Project Development Disciplines from Paul Allen
http://members.aol.com/AllenWeb/index.htm

ProjectHero - Real World War Stories
http://www.projecthero.com/

Project Magazine - Free Online Resource
http://www.projectmagazine.com/

Project Management Forum
http://www.pmforum.org/

Project Management W3 Site
http://www.projectmanagement.com/

Project Manager Today
http://www.projectnet.com/

Project Smart Resource Centre
http://www.projectsmart.fsnet.co.uk/

Projects @ Work Magazine
http://www.projectsatwork.com/

Service Level Management
http://www.nextslm.org/

The Software Engineering Laboratory (NASA)
http://sel.gsfc.nasa.gov/website/index.htm

Software Program Manager's Network
http://www.spmn.com/

Software Project Management Sites
http://huxley.baz.com/kjordan/swse625/sites.html

SoftwareDioxide - Ecosystem 4 Software
http://www.softwaredioxide.com/

StickyMinds - Resource 4 Building Better Software
http://www.stickyminds.com/

TechGuide - Practical Guidance for IT Pros (BNET)
http://www.techguide.com/

University of Washington Project Management Guidelines
http://www.washington.edu/computing/pm/

Virtual Project Management & Teams
http://www.vrtprj.com/

Workaholic International Network
http://www.workaholic.org/

Software Projects Org
http://www.softwareprojects.org/

IPMA (International PM Association)
http://www.ipma.ch/

In Project Management, Criticism is Inevitable

Criticism is something we can avoid easily by saying nothing, doing nothing, and being nothing. Aristotle, Greek philosopher and scientist

Many of you probably know that every now and then I can be critical of a situation or type of person. Evidence of this fact can be seen in last week's posting or others regarding teams, executive apathy, etc. One thing we can all learn about criticism from others - "if you expect criticism, you will seldom be disappointed when you receive it" - Author unknown.

We know that not all criticism is constructive. Many types of criticism are destructive and that is what I want to talk about. Destructive criticism is something you receive that offers virtually no value, and comes from people that don't have your best interests at heart. Sometimes the criticism may have some merit, however when speaking about destructive criticism, the presentation wasn't communicated effectively or was only meant to do harm.

Remember, criticism is just an opinion, but if offered constructively it may be valid and helpful.

Keep an open mind when being criticized. Don't let the criticism control you or change what you think about yourself. Ask yourself, can I learn anything from the criticism? Can I change anything? Should I change?

I don't take criticism well, and I tend to discount those people around me that criticize others too much. I need to take my own advice and learn to be more accepting of criticism, especially when it is constructive.

Some rules we should follow regarding criticism:

Never criticize another behind their back. Keep in mind what Stephen Covey says and have "respect for the absent".

If there is nothing to be learned when you are criticized it is best to ignore it and move on with your life.

Responding to criticism that has no value will only reduce you to the level of the person doing the criticizing.

Don't let deceivers deceive YOU!