Project Managers need to master the following skills and traits in order to be successful:
Have Recognized Leadership Skills
Posses Good Decision Making Skills
Posses Good Communication Skills
Have a Sense of Humor
Have Integrity
Possess a Driven Desire to Succeed
Have Demonstrated Project Management Skills
Have Self-Discipline
Have Vision
Posses Active Listening Skills
Be Compassionate
Utilize a Proven yet Flexible Project Management Methodology
The question we need to ask ourselves is how we master the above skills? My quick answer is a blend of education, experience, on-the-job training, mentoring, and a continuous feedback loop.
I'm grateful that in my career I've had mentors to help me improve my skills while helping me learn to drop bad habits. In order to move from good to great we must work to improve our skills and focus on our strengths; however, we must also identify and minimize or eliminate our weaknesses.
Finally, great project managers like working with people. They like challenges, they have an even temperament, and they are a motivating influence to those around them. They don’t just plan and delegate, they get involved and become part of the team. They have to respect others and be shown respect in return. They are congenial, they are approachable, and they have integrity. A project manager that is lacking in any of the above areas won't be successful over the long haul.
Monday, April 09, 2007
Monday, March 26, 2007
Work Jerks and your Project (Revisited)
A book was written not long back entitled "The No A**holes Rule". In it, the author - Robert Sutton -discusses how "A**holes" a.k.a. "work jerks" can cause major disruptions in the workplace. The author defines work jerks as "people who pick on those beneath them and leave others feeling belittled and sapped of energy. They use their power to schmooze those above them and beat down those beneath them. Much of the rest of their time can be spent bullying their peers".
My takeaway from the book is that jerks at work have a negative impact on the bottom line. They always cost organizations more than they are worth, and they cause upheaval that is harmful to individuals as well as the organization they work for.
What can we do when confronted with jerks on our projects? When possible we should avoid and ignore them. We can also look for ways to work around their influence and create partnerships with others that are willing to help. If somebody believes falsely that being a jerk will get them to the top quicker, there isn't much you and I can do about it. One thing is certain, we don't ever want to emulate their behavior. Jerks are poisonous, they are detrimental to project progress, and the value they sometimes create is erased by the disruption they cause.
Jerks almost always know they are jerks. They don't believe in Win/Win, they believe in Win/Lose (they must win, others must lose). Jerks are self centered, have large egos, and we aren't going to change them.
Project Management Rule: Project managers have to get the job done in spite of work jerks.
As project managers, we must learn to work with all types of people and get our projects completed on time and on budget in spite of them and their behaviors.
Remember, when confronted by a jerk be patient and respectful. Kill them with kindness. Don't forget that jerks can have influence over your project and career, and they occasionally have good ideas. There biggest flaw is they lack good character.
Project Management Rule: Work jerks don't subscribe to lofty ideas like fairness, cooperation, self-discipline, or integrity. They are reactive, many times "enemy-centered", and concerned about defending their desires and rights.
The bottom line is that work jerks lack emotional maturity. One definition of maturity is the balance between courage and consideration. Companies and organizations need to do a better job of screening for jerks during the hiring process. They need to know that studies have shown work jerks cost them more then they produce. Organizations don't need people in a leadership or any position for that matter that have questionable character, a win/lose work ethic, and a Scarcity Mentality.
Project managers need to have conduct that is based upon principles, high ethical standards, and show integrity in everything they do. If we practice these things we will ensure that we are focused on building and maintaining Win/Win relationships, which is what is required to be a successful project manager.
Work jerks rarely have staying power. They will be here today and gone tomorrow because eventually their conduct will catch up with them. Take heart and fight the good fight. It will pay off in the end.
My takeaway from the book is that jerks at work have a negative impact on the bottom line. They always cost organizations more than they are worth, and they cause upheaval that is harmful to individuals as well as the organization they work for.
What can we do when confronted with jerks on our projects? When possible we should avoid and ignore them. We can also look for ways to work around their influence and create partnerships with others that are willing to help. If somebody believes falsely that being a jerk will get them to the top quicker, there isn't much you and I can do about it. One thing is certain, we don't ever want to emulate their behavior. Jerks are poisonous, they are detrimental to project progress, and the value they sometimes create is erased by the disruption they cause.
Jerks almost always know they are jerks. They don't believe in Win/Win, they believe in Win/Lose (they must win, others must lose). Jerks are self centered, have large egos, and we aren't going to change them.
Project Management Rule: Project managers have to get the job done in spite of work jerks.
As project managers, we must learn to work with all types of people and get our projects completed on time and on budget in spite of them and their behaviors.
Remember, when confronted by a jerk be patient and respectful. Kill them with kindness. Don't forget that jerks can have influence over your project and career, and they occasionally have good ideas. There biggest flaw is they lack good character.
Project Management Rule: Work jerks don't subscribe to lofty ideas like fairness, cooperation, self-discipline, or integrity. They are reactive, many times "enemy-centered", and concerned about defending their desires and rights.
The bottom line is that work jerks lack emotional maturity. One definition of maturity is the balance between courage and consideration. Companies and organizations need to do a better job of screening for jerks during the hiring process. They need to know that studies have shown work jerks cost them more then they produce. Organizations don't need people in a leadership or any position for that matter that have questionable character, a win/lose work ethic, and a Scarcity Mentality.
Project managers need to have conduct that is based upon principles, high ethical standards, and show integrity in everything they do. If we practice these things we will ensure that we are focused on building and maintaining Win/Win relationships, which is what is required to be a successful project manager.
Work jerks rarely have staying power. They will be here today and gone tomorrow because eventually their conduct will catch up with them. Take heart and fight the good fight. It will pay off in the end.
Tuesday, March 13, 2007
Traits and Attributes of a Good Leader
I found this article in my archive of documents and thought it was important to post it now. If you have been following this blog for any length of time you know I focus a lot of time and energy on leadership and project management. My favorite authors are Dr. Stephen Covey and Tom Peters. Both have a lot to say on the subject of leadership.
I believe the text below is solely attributable to the Santa Clara University and the Tom Peters Group.
Hopefully someone that is leadership challenged will receive value from reading this.
Traits of a Good Leader
• Honesty - Display sincerity, integrity, and candor in all your actions. Deceptive behavior will not inspire trust.
• Competent - Your actions should be based on reason and moral principles. Do not make decisions based on childlike emotional desires or feelings.
• Forward-looking Set goals and have a vision of the future. The vision must be owned throughout the organization. Effective leaders envision what they want and how to get it. They habitually pick priorities stemming from their basic values.
• Inspiring - Display confidence in all that you do. By showing endurance in mental, physical, and spiritual stamina, you will inspire others to reach for new heights. Take charge when necessary.
• Intelligent - Read, study, and seek challenging assignments.
• Fair-minded - Show fair treatment to all people. Prejudice is the enemy of justice. Display empathy by being sensitive to the feelings, values, interests, and well-being of others.
• Broad-minded - Seek out diversity.
• Courageous - Have the perseverance to accomplish a goal, regardless of the seemingly insurmountable obstacles. Display a confident calmness when under stress.
• Straightforward - Use sound judgment to make a good decisions at the right time.
• Imaginative - Make timely and appropriate changes in your thinking, plans, and methods. Show creativity by thinking of new and better goals, ideas, and solutions to problems. Be innovative!
Attributes
Attributes establish what leaders are, and every leader needs at least three of them:
Standard Bearers
Establish the ethical framework within an organization. This demands a commitment to live and defend the climate and culture that you want to permeate your organization. What you set as an example will soon become the rule as unlike knowledge, ethical behavior is learned more by observing that by listening. And in fast moving situations, examples become certainty. Being a standard bearer creates trust and openness in your employees, who in turn, fulfill your visions.
Developers
Help others learn through teaching, training, and coaching. This creates an exciting place to work and learn. Never miss an opportunity to teach or learn something new yourself. Coaching suggests someone who cares enough to get involved by encouraging and developing others who are less experienced. Employees who work for developers know that they can take risks, learn by making mistakes, and winning in the end.
Integrators
Orchestrate the many activities that take place throughout an organization by providing a view of the future and the ability to obtain it. Success can only be achieved when there is a unity of effort. Integrators have a sixth sense about where problems will occur and make their presence felt during critical times. They know that their employees do their best when they are left to work within a vision-based framework.
I believe the text below is solely attributable to the Santa Clara University and the Tom Peters Group.
Hopefully someone that is leadership challenged will receive value from reading this.
Traits of a Good Leader
• Honesty - Display sincerity, integrity, and candor in all your actions. Deceptive behavior will not inspire trust.
• Competent - Your actions should be based on reason and moral principles. Do not make decisions based on childlike emotional desires or feelings.
• Forward-looking Set goals and have a vision of the future. The vision must be owned throughout the organization. Effective leaders envision what they want and how to get it. They habitually pick priorities stemming from their basic values.
• Inspiring - Display confidence in all that you do. By showing endurance in mental, physical, and spiritual stamina, you will inspire others to reach for new heights. Take charge when necessary.
• Intelligent - Read, study, and seek challenging assignments.
• Fair-minded - Show fair treatment to all people. Prejudice is the enemy of justice. Display empathy by being sensitive to the feelings, values, interests, and well-being of others.
• Broad-minded - Seek out diversity.
• Courageous - Have the perseverance to accomplish a goal, regardless of the seemingly insurmountable obstacles. Display a confident calmness when under stress.
• Straightforward - Use sound judgment to make a good decisions at the right time.
• Imaginative - Make timely and appropriate changes in your thinking, plans, and methods. Show creativity by thinking of new and better goals, ideas, and solutions to problems. Be innovative!
Attributes
Attributes establish what leaders are, and every leader needs at least three of them:
Standard Bearers
Establish the ethical framework within an organization. This demands a commitment to live and defend the climate and culture that you want to permeate your organization. What you set as an example will soon become the rule as unlike knowledge, ethical behavior is learned more by observing that by listening. And in fast moving situations, examples become certainty. Being a standard bearer creates trust and openness in your employees, who in turn, fulfill your visions.
Developers
Help others learn through teaching, training, and coaching. This creates an exciting place to work and learn. Never miss an opportunity to teach or learn something new yourself. Coaching suggests someone who cares enough to get involved by encouraging and developing others who are less experienced. Employees who work for developers know that they can take risks, learn by making mistakes, and winning in the end.
Integrators
Orchestrate the many activities that take place throughout an organization by providing a view of the future and the ability to obtain it. Success can only be achieved when there is a unity of effort. Integrators have a sixth sense about where problems will occur and make their presence felt during critical times. They know that their employees do their best when they are left to work within a vision-based framework.
Thursday, March 08, 2007
Organizational Project Management Best Practices
The term "best practice" is thrown around a lot these days. Many times there is no documented evidence for a practice to be recognized as "best". In the world of project management best practices can be difficult to quantify, and because of this, it makes it difficult to determine which of these practices might work in your organization. Project management best practices exist, however you need to look at the data closely to determine what is best for your organization.
Proven practices that can help an organization improve project management results are:
Establish a formal project management structure
Create measurable, repeatable processes created to form a project management methodology tailored to the organizations needs that is aligned with the Guide to the PMBOK (Project Management Body of Knowledge).
Identify best of breed project management tools and technology
Get buy-in and executive involvement in project management
Hire experienced project management practitioners
Develop a formal project management training program
Develop a process to ensure alignment of projects to organizational strategy
Develop a clear strategy for oversight, ownership, and prioritization of projects, programs, and portfolios
If one of the practices above is missing or neglected an organization won't have an effective or efficient project management program. It is clear from readily available data that most organizations do a poor job of ensuring that strategic goals and objectives are aligned with the operational work, programs, and projects. To bridge this gap a Program Management Office, Project Support office, or a similar named organization is required. A properly run project management office can ensure that project management processes and projects/programs are aligned with organizational strategies.
Some areas that organizations need the most help with regarding enterprise project management are:
Organizational project reporting
Project coordination among various groups, departments, and divisions
Resource alignment among various departments and projects
Project process development and management
Project management training
Management of project management tools, templates and processes
To build organizational project management maturity your organization will need to determine:
The current project management maturity level (an assessment)
Determine how and what a new project management organization will function and be measured
Develop or refine project, program and portfolio/strategic management processes
In closing, to develop a high-performing enterprise project management office, an organization requires courageous leadership at the highest levels of the organization. It requires leaders with vision, not personal agendas of building empires.
Finally, don't follow the proven failed strategy of having a Project Management office report to a particular functional group. This model has been tried and has failed to many times, especially in the IT environment. Studies and surveys have shown that the most effective project management groups are independent of functional groups.
Proven practices that can help an organization improve project management results are:
Establish a formal project management structure
Create measurable, repeatable processes created to form a project management methodology tailored to the organizations needs that is aligned with the Guide to the PMBOK (Project Management Body of Knowledge).
Identify best of breed project management tools and technology
Get buy-in and executive involvement in project management
Hire experienced project management practitioners
Develop a formal project management training program
Develop a process to ensure alignment of projects to organizational strategy
Develop a clear strategy for oversight, ownership, and prioritization of projects, programs, and portfolios
If one of the practices above is missing or neglected an organization won't have an effective or efficient project management program. It is clear from readily available data that most organizations do a poor job of ensuring that strategic goals and objectives are aligned with the operational work, programs, and projects. To bridge this gap a Program Management Office, Project Support office, or a similar named organization is required. A properly run project management office can ensure that project management processes and projects/programs are aligned with organizational strategies.
Some areas that organizations need the most help with regarding enterprise project management are:
Organizational project reporting
Project coordination among various groups, departments, and divisions
Resource alignment among various departments and projects
Project process development and management
Project management training
Management of project management tools, templates and processes
To build organizational project management maturity your organization will need to determine:
The current project management maturity level (an assessment)
Determine how and what a new project management organization will function and be measured
Develop or refine project, program and portfolio/strategic management processes
In closing, to develop a high-performing enterprise project management office, an organization requires courageous leadership at the highest levels of the organization. It requires leaders with vision, not personal agendas of building empires.
Finally, don't follow the proven failed strategy of having a Project Management office report to a particular functional group. This model has been tried and has failed to many times, especially in the IT environment. Studies and surveys have shown that the most effective project management groups are independent of functional groups.
Friday, March 02, 2007
Are You Adding Value and Making a Positive Impact at Work?
How are you conducting yourself at work? Personal conduct flows directly from your character. Your character is radiated to others by what you say and do. What you say and do, and more importantly, what you have said and done in the past forms the basis of how others perceive you. Have you lied or used your power or influence to the detriment of others? Have you put personal relationships or interests above the interests of the organization? Have you used your position to get your way by means that were perceived by others to be unprofessional or unethical? If you answered yes, to any of the above, then you are damaged goods in your organization.
Quote: Unless you have deep roots, you won't bear much fruit – Author Unknown
The workplace demands responsible behaviors from all employees, but especially from its leaders. Leaders must be held accountable to what I call the Leadership Accountability Triangle. The three legs of the triangle are: Process, Communications, and Results. When measuring a leader's performance the three legs should be weighted equally.
One of the legs I will focus on today is Communications. It is irresponsible behavior for project managers and organizational leaders to communicate important topics exclusively using e-mail. When this happens, what they are saying is you and/or your group isn't worth their time.
EMOTIONAL OUTBURST: E-mail is a poor choice to use when relaying important project and/or critical organizational communications. Using e-mail exclusively to relay vital information shows a true lack of leadership and poor management skills.
My opinion is, ditch the e-mail when you need to communicate something important. You aren't so important that you can't take the time to pick up the phone or make a personal visit to communicate an important message. To put this in a real-world light, I have seen multiple situations where departments/divisions were radically reorganized and the leader(s) decided to communicate the change via e-mail. This was a cowardly act, and a horrible example of leadership. I call it Absentee Management by Design.
PERSONAL RANT #1: If you have something important to convey, make a personal visit, or at a minimum pick up the phone. Also, if it isn't worth your time to visit or call, then it probably wasn't that important. If I'm not worth some of your time, your message isn't worth much to me.
Organizations that are successful find ways to communicate effectively and inspire their staff. One way to do this is to create and live by Win/Win Agreements and relationships.
To have a Win/Win relationship you must have:
Desired Results: what will be done and when will it be done (negotiated)
Resources: people, money, organizational
Accountability: performance standards, measures
Consequences: good and bad
Win/Win agreements are about mutual understanding. If you want to understand others, you must listen to them. Not hear them, but listen to them. We can't communicate effectively unless we are listening to each other. If you dictate to me, I stop listening to you. Acknowledge me and validate my feelings, and I will listen to you.
PERSONAL RANT #2: E-mail isn't an effective two-way communication tool. I can't "hear" you and you can't "hear" me because were not talking.
Win/Win agreements require mutual respect. Organizational and personal wisdom are also an important part of crafting effective Win/Win agreements.
I'm sure we can agree (or maybe not) there are lots of "smart" people in our organizations; however smart people don't usually do the hard work. In fact, my experience has been that intelligence rarely equals wisdom. Wisdom is what we must seek when crafting Win/Win agreements. Wise people are your organization's greatest assets; because they are great listeners and are open to new ideas. To quote from Wikipedia.com, "wisdom is the ability, developed through experience, insight and reflection, to discern truth and exercise good judgment. Wisdom is sometimes conceptualized as an especially well developed form of common sense".
In closing, be wary of what I will call the e-mail preacher. E-mail preachers use the computer as their pulpit to preach their sermons. Remember an effective preacher is a great teacher. Effective teaching doesn't come from a keyboard. It comes from human interaction, a shared learning experience, where there is a feedback loop and an opportunity for face-to-fact dialogue and debate.
PERSONAL NOTE #3: I'm not impressed by the e-mail preachers. If I want to hear a speech (one way conversation) I will attend a political rally.
A visible leader that inspires by example and is available, engaged, and is aligned with the organization's mission and interested in the well-being of his/her subordinates is a rare commodity, but is still sorely needed in today's organizations.
As Stephen Covey says "If you can't inspire others than you are an impediment to progress. Satisfied needs do no motivate. It's only the unsatisfied need that motivates. Next to physical survival, the greatest need of a human being is psychological survival – to be understood, to be affirmed, to validated, to be appreciated".
PERSONAL RANT #4: You can't get validation or inspiration from leaders that communicate important messages via e-mail. Those that aren't seen aren't relevant.
FREE ADVICE TIP # 1: Ensure your behavior is driven by principles not expanding your powerbase. Make commitments, make promises, and then keep them. Acknowledge mistakes quickly and make amends. These are the signs of a true leader. Once done, you can effectively enter into Win/Win agreements.
Lastly, weak leaders, whiners, blame agents, and chronic complainers are commonplace in today's organizations. However, you can choose to take a higher road and make a difference. You can always find something wrong with something or someone; instead, reward somebody for doing something right.
Be an inspiration, not an empty suit or just another talking head.
Quote: Unless you have deep roots, you won't bear much fruit – Author Unknown
The workplace demands responsible behaviors from all employees, but especially from its leaders. Leaders must be held accountable to what I call the Leadership Accountability Triangle. The three legs of the triangle are: Process, Communications, and Results. When measuring a leader's performance the three legs should be weighted equally.
One of the legs I will focus on today is Communications. It is irresponsible behavior for project managers and organizational leaders to communicate important topics exclusively using e-mail. When this happens, what they are saying is you and/or your group isn't worth their time.
EMOTIONAL OUTBURST: E-mail is a poor choice to use when relaying important project and/or critical organizational communications. Using e-mail exclusively to relay vital information shows a true lack of leadership and poor management skills.
My opinion is, ditch the e-mail when you need to communicate something important. You aren't so important that you can't take the time to pick up the phone or make a personal visit to communicate an important message. To put this in a real-world light, I have seen multiple situations where departments/divisions were radically reorganized and the leader(s) decided to communicate the change via e-mail. This was a cowardly act, and a horrible example of leadership. I call it Absentee Management by Design.
PERSONAL RANT #1: If you have something important to convey, make a personal visit, or at a minimum pick up the phone. Also, if it isn't worth your time to visit or call, then it probably wasn't that important. If I'm not worth some of your time, your message isn't worth much to me.
Organizations that are successful find ways to communicate effectively and inspire their staff. One way to do this is to create and live by Win/Win Agreements and relationships.
To have a Win/Win relationship you must have:
Desired Results: what will be done and when will it be done (negotiated)
Resources: people, money, organizational
Accountability: performance standards, measures
Consequences: good and bad
Win/Win agreements are about mutual understanding. If you want to understand others, you must listen to them. Not hear them, but listen to them. We can't communicate effectively unless we are listening to each other. If you dictate to me, I stop listening to you. Acknowledge me and validate my feelings, and I will listen to you.
PERSONAL RANT #2: E-mail isn't an effective two-way communication tool. I can't "hear" you and you can't "hear" me because were not talking.
Win/Win agreements require mutual respect. Organizational and personal wisdom are also an important part of crafting effective Win/Win agreements.
I'm sure we can agree (or maybe not) there are lots of "smart" people in our organizations; however smart people don't usually do the hard work. In fact, my experience has been that intelligence rarely equals wisdom. Wisdom is what we must seek when crafting Win/Win agreements. Wise people are your organization's greatest assets; because they are great listeners and are open to new ideas. To quote from Wikipedia.com, "wisdom is the ability, developed through experience, insight and reflection, to discern truth and exercise good judgment. Wisdom is sometimes conceptualized as an especially well developed form of common sense".
In closing, be wary of what I will call the e-mail preacher. E-mail preachers use the computer as their pulpit to preach their sermons. Remember an effective preacher is a great teacher. Effective teaching doesn't come from a keyboard. It comes from human interaction, a shared learning experience, where there is a feedback loop and an opportunity for face-to-fact dialogue and debate.
PERSONAL NOTE #3: I'm not impressed by the e-mail preachers. If I want to hear a speech (one way conversation) I will attend a political rally.
A visible leader that inspires by example and is available, engaged, and is aligned with the organization's mission and interested in the well-being of his/her subordinates is a rare commodity, but is still sorely needed in today's organizations.
As Stephen Covey says "If you can't inspire others than you are an impediment to progress. Satisfied needs do no motivate. It's only the unsatisfied need that motivates. Next to physical survival, the greatest need of a human being is psychological survival – to be understood, to be affirmed, to validated, to be appreciated".
PERSONAL RANT #4: You can't get validation or inspiration from leaders that communicate important messages via e-mail. Those that aren't seen aren't relevant.
FREE ADVICE TIP # 1: Ensure your behavior is driven by principles not expanding your powerbase. Make commitments, make promises, and then keep them. Acknowledge mistakes quickly and make amends. These are the signs of a true leader. Once done, you can effectively enter into Win/Win agreements.
Lastly, weak leaders, whiners, blame agents, and chronic complainers are commonplace in today's organizations. However, you can choose to take a higher road and make a difference. You can always find something wrong with something or someone; instead, reward somebody for doing something right.
Be an inspiration, not an empty suit or just another talking head.
Tuesday, February 27, 2007
Wimps are Killing Your Large Project!
Do your organization's senior managers and executives understand the benefits of project management? How do you know?
Do your organization's senior managers and executives have formal training in project management?
Are large projects sponsored by and continually reviewed by senior management and /or executives? What is reviewed, and how often?
Do your senior managers and executives have their business processes mapped for their areas of responsibility?
It is a fact that good, proven, measurable business processes are critical to running an efficient organization, and also assist the project manager to deliver beneficial project results. It is also a sad fact that most senior managers and executives don't want to deal with things like business processes, yet it is the business processes that make or break organizations and projects, and bad business processes can cause an organization to waste time and money.
EMOTIONAL OUTBURST - If senior management isn't involved in reviewing their business processes to ensure they are delivering efficient results then they are either lazy or incompetent.
END OF EMOTIONAL OUTBURST
We can all agree that if senior managers and executives aren't regularly reviewing the performance of their organization (including the effectiveness of their business processes) they are not acting as responsible leaders. We have all heard them say that they just want somebody to figure out the problems and fix them, but many times that is where their participation ends. There is often no follow-up and no personal accountability for results. While problems need to be found and fixed, the "find them and fix them" mentality doesn't work for large projects. In fact, it can prove disastrous.
Project management is about delivering change. Executives and senior management have to drive the change, monitor the change, and ensure the change takes place. Change that isn't driven and monitored by senior management won't be accepted by the organization.
Don't get me wrong, we all need to have a "get it done" mindset, however on its own a get it done attitude isn't effective when dealing with today's enterprise problems and projects. Large projects create large change. Many times change creates, fear, panic, and chaos. Project managers can't implement change or change organizations alone. In fact, I would argue that for the most part they can't change organizations at all.
If you want organizational change and you want large project results at the same time then your organization's executives and senior management must be involved from the start, they must be continuously engaged, and the must be out front and visibly leading the change. Additionally, they need to be able to clearly and effectively communicate the value of the enterprise project's deliverables to their organizations. If they are unwilling to do these things, then your large project may need to be altered, deferred, or killed.
PERSONAL RANT: It is unacceptable for an organization to spend large sums of money on a project if senior management isn't prepared to roll up their sleeves and understand what is being delivered, understand the benefits of the deliverables, willing to hold others accountable for results, have an enthusiastic attitude, and have personal accountability tied to the project's success.
Project managers and team members can't afford to work on projects where ignorance and indifference is prevalent. Also, project teams can't afford to have "Teflon" managers" managing resources on the external resource teams, or in the positions of power or influence over their projects. Teflon" managers are never personally accountable for any project results because they choose ignorance over engagement. Shame on them, and guess what, the project manager and the project team pays the price of failure.
END OF PERSONAL RANT
What happens when senior management isn't involved with projects from the beginning to the end? Things like those below, which if left unchecked will ensure you project is a failure or delivers less than desirable results.
There is no organizational commitment to the project's objectives (you have project objectives that were created by senior management, right?)
Project teams are left with the job of trying to change the organization's bad habits and culture (not possible without senior management buy-in and support)
Divisions and departments fight the change the project is creating
Mid-level managers, supervisors, and line workers refuse to get involved and often work to sabotage the project
To summarize, large projects require senior management commitment, involvement, and follow through. Without senior management involvement your large project is almost certain to fail. Project managers and project teams can't be successful, nor will project management deliver results in organizations where fear is pervasive. Senior management can do more to create fear and remove fear than any project manager ever could.
Finally, I will say what most of us know, many senior managers and executives are wimps, however, this doesn't need to be the case when it comes to large projects. They can speak out up front while the project is being initiated and demand to see a business case. They can and must be involved in setting the project's measurable objectives. Once they have bought-in to the project they can and must insist that their direct reports support the project and keep them appraised of project progress. Finally, they can and must hold their staff accountable for project results.
When it comes to large projects senior managers and executives can be engaged, involved, and act as leaders, or they can be wimps.
Do your organization's senior managers and executives have formal training in project management?
Are large projects sponsored by and continually reviewed by senior management and /or executives? What is reviewed, and how often?
Do your senior managers and executives have their business processes mapped for their areas of responsibility?
It is a fact that good, proven, measurable business processes are critical to running an efficient organization, and also assist the project manager to deliver beneficial project results. It is also a sad fact that most senior managers and executives don't want to deal with things like business processes, yet it is the business processes that make or break organizations and projects, and bad business processes can cause an organization to waste time and money.
EMOTIONAL OUTBURST - If senior management isn't involved in reviewing their business processes to ensure they are delivering efficient results then they are either lazy or incompetent.
END OF EMOTIONAL OUTBURST
We can all agree that if senior managers and executives aren't regularly reviewing the performance of their organization (including the effectiveness of their business processes) they are not acting as responsible leaders. We have all heard them say that they just want somebody to figure out the problems and fix them, but many times that is where their participation ends. There is often no follow-up and no personal accountability for results. While problems need to be found and fixed, the "find them and fix them" mentality doesn't work for large projects. In fact, it can prove disastrous.
Project management is about delivering change. Executives and senior management have to drive the change, monitor the change, and ensure the change takes place. Change that isn't driven and monitored by senior management won't be accepted by the organization.
Don't get me wrong, we all need to have a "get it done" mindset, however on its own a get it done attitude isn't effective when dealing with today's enterprise problems and projects. Large projects create large change. Many times change creates, fear, panic, and chaos. Project managers can't implement change or change organizations alone. In fact, I would argue that for the most part they can't change organizations at all.
If you want organizational change and you want large project results at the same time then your organization's executives and senior management must be involved from the start, they must be continuously engaged, and the must be out front and visibly leading the change. Additionally, they need to be able to clearly and effectively communicate the value of the enterprise project's deliverables to their organizations. If they are unwilling to do these things, then your large project may need to be altered, deferred, or killed.
PERSONAL RANT: It is unacceptable for an organization to spend large sums of money on a project if senior management isn't prepared to roll up their sleeves and understand what is being delivered, understand the benefits of the deliverables, willing to hold others accountable for results, have an enthusiastic attitude, and have personal accountability tied to the project's success.
Project managers and team members can't afford to work on projects where ignorance and indifference is prevalent. Also, project teams can't afford to have "Teflon" managers" managing resources on the external resource teams, or in the positions of power or influence over their projects. Teflon" managers are never personally accountable for any project results because they choose ignorance over engagement. Shame on them, and guess what, the project manager and the project team pays the price of failure.
END OF PERSONAL RANT
What happens when senior management isn't involved with projects from the beginning to the end? Things like those below, which if left unchecked will ensure you project is a failure or delivers less than desirable results.
There is no organizational commitment to the project's objectives (you have project objectives that were created by senior management, right?)
Project teams are left with the job of trying to change the organization's bad habits and culture (not possible without senior management buy-in and support)
Divisions and departments fight the change the project is creating
Mid-level managers, supervisors, and line workers refuse to get involved and often work to sabotage the project
To summarize, large projects require senior management commitment, involvement, and follow through. Without senior management involvement your large project is almost certain to fail. Project managers and project teams can't be successful, nor will project management deliver results in organizations where fear is pervasive. Senior management can do more to create fear and remove fear than any project manager ever could.
Finally, I will say what most of us know, many senior managers and executives are wimps, however, this doesn't need to be the case when it comes to large projects. They can speak out up front while the project is being initiated and demand to see a business case. They can and must be involved in setting the project's measurable objectives. Once they have bought-in to the project they can and must insist that their direct reports support the project and keep them appraised of project progress. Finally, they can and must hold their staff accountable for project results.
When it comes to large projects senior managers and executives can be engaged, involved, and act as leaders, or they can be wimps.
Tuesday, February 20, 2007
Executive Apathy and Project Failure
Ever had a project that begins with strong executive/senior management support and over time that support fades?
The symptoms are:
Executives/senior management remain silent during status meetings
Executives/senior management stop coming to status meetings and don't ask for meeting minutes
Executives/senior management lack a sense of urgency regarding "your" project
Executives/senior management become more confused and less supportive over time regarding project goals and objectives
Executives/senior management begin to focus on what has been "installed" vs. what business results have been realized
The project sponsor(s) becomes detached and less available for project updates
Executives, sponsors, and stakeholders start to forget the culture and try to force solutions to meet deadlines
I know first hand that executives/senior management will tell you they support your project, and then turnaround and encourage resistance in their departments, and allow or ignore passive-aggressive behaviors of key staff members regarding the project's goals and objectives. What can be done? Here are some ideas; however you must realize that your project is in serious trouble if you have observed the behaviors listed above.
Calculate the costs of the project so far. Consider scaling back the project or killing it all together. I know from experience that this is much easier said than done.
Identify key executives and stakeholders and meet with them personally and restate the projects benefits. If they still aren't sold or supportive, move on to the next group. Ensure you create a Scope Change and de-scope portions of the project that aren't getting support.
Reevaluate the project team. Do you need new people? Are they really focused on meeting the project's objectives and scope? Are the project's objectives and scope still realistic, attainable and relevant?
Reevaluate the organization's culture and re-plan the project if needed. Reset expectations, and identify sources of resistance. If the culture can't be changed quickly, perhaps the project's objectives, goals, and/or scope need to be adjusted.
Remember, project failure rests on the project manager's shoulders. Sometimes senior management is too busy to get or stay involved, however that doesn't release them from their responsibility to support your project. Determine if they are too busy or just too lazy to support your project. Not easy to do, but absolutely necessary.
Remember what Dr. Stephen Covey says is the 4th Discipline (The 4 Disciplines of Execution) - "Hold Each Other Accountable - All of the Time". If you are a project manager it is your job to hold all levels of the organization accountable for project success. Having said that, you must proceed with caution if you plan to do this with executives. Be tactful and respectful; however, don't let them off the hook.
A recent survey found that only 39 percent of workers feel highly energized and committed to their organization's most important goals. This survey includes executives and senior managers. Just because they have the title doesn't mean they will behave responsibly or be focused on doing the right things right!
Executives, senior management, and your project sponsor(s) may say they support you and your project, but it is up to you to figure out if they really are being supportive. Silence is not acceptance when it comes to dealing with the decision makers. When they stop asking questions, you are in deep trouble.
No Involvement = No Commitment.
The symptoms are:
Executives/senior management remain silent during status meetings
Executives/senior management stop coming to status meetings and don't ask for meeting minutes
Executives/senior management lack a sense of urgency regarding "your" project
Executives/senior management become more confused and less supportive over time regarding project goals and objectives
Executives/senior management begin to focus on what has been "installed" vs. what business results have been realized
The project sponsor(s) becomes detached and less available for project updates
Executives, sponsors, and stakeholders start to forget the culture and try to force solutions to meet deadlines
I know first hand that executives/senior management will tell you they support your project, and then turnaround and encourage resistance in their departments, and allow or ignore passive-aggressive behaviors of key staff members regarding the project's goals and objectives. What can be done? Here are some ideas; however you must realize that your project is in serious trouble if you have observed the behaviors listed above.
Calculate the costs of the project so far. Consider scaling back the project or killing it all together. I know from experience that this is much easier said than done.
Identify key executives and stakeholders and meet with them personally and restate the projects benefits. If they still aren't sold or supportive, move on to the next group. Ensure you create a Scope Change and de-scope portions of the project that aren't getting support.
Reevaluate the project team. Do you need new people? Are they really focused on meeting the project's objectives and scope? Are the project's objectives and scope still realistic, attainable and relevant?
Reevaluate the organization's culture and re-plan the project if needed. Reset expectations, and identify sources of resistance. If the culture can't be changed quickly, perhaps the project's objectives, goals, and/or scope need to be adjusted.
Remember, project failure rests on the project manager's shoulders. Sometimes senior management is too busy to get or stay involved, however that doesn't release them from their responsibility to support your project. Determine if they are too busy or just too lazy to support your project. Not easy to do, but absolutely necessary.
Remember what Dr. Stephen Covey says is the 4th Discipline (The 4 Disciplines of Execution) - "Hold Each Other Accountable - All of the Time". If you are a project manager it is your job to hold all levels of the organization accountable for project success. Having said that, you must proceed with caution if you plan to do this with executives. Be tactful and respectful; however, don't let them off the hook.
A recent survey found that only 39 percent of workers feel highly energized and committed to their organization's most important goals. This survey includes executives and senior managers. Just because they have the title doesn't mean they will behave responsibly or be focused on doing the right things right!
Executives, senior management, and your project sponsor(s) may say they support you and your project, but it is up to you to figure out if they really are being supportive. Silence is not acceptance when it comes to dealing with the decision makers. When they stop asking questions, you are in deep trouble.
No Involvement = No Commitment.