Stress Busters

With two teenage daughters at home I know stress. In order to be effective and productive we all need to manage stress so that it doesn't control our actions (think road rage).

I think we all can agree that project management can be stressful, however we need to manage stress or it will manage us.

Here are some great ways to reduce stress.

----------------------------------------------------------------------------------

Schedule your day to avoid back to back appointments; allow time between appointments to gather your thoughts.

Reduce your intake of caffeine

Don’t depend on your memory. Write things down.

Learn to enjoy waiting. Take an iPod or book to read while you wait.

Don't procrastinate. Don't put off until tomorrow what you can do today.

Don't be Rigid. It isn't the end of the world if the yard doesn't get mowed this weekend.

Get enough sleep.

Learn to say "No"! Sometimes it is hard, but necessary to keep your sanity.

Don't be negative. Stop saying things like, "I'm not smart enough", or "I'm too old".

Learn the difference between "need" and "want”. We need food, water, and sleep. Most everything else is a "want". Don’t let life's "wants" take control of your time and resources.

Do the tasks you don't want to do early in the day.

Have a forgiving spirit. Accept that people aren't perfect, and they will make mistakes.

Be optimistic. Believe that most people are doing the best they can.

More to come next time.

Project Scorecard

I found this document in my inventory of Project Management templates. I apologize that I can't credit the original author. If someone knows who created this template let me know and I will edit this post and include the author's name.

Project Scorecard Overview

1. Identify criteria for success. Review the objectives and deliverables in the Project Definition, as well as any other existing information that is relevant to the project. Based on this existing documentation, define what information is needed to show that the project was successful. This can be from two perspectives:

• Internal – These characteristics indicate that the project was managed and executed effectively and efficiently. This might include having deliverables approved with no more than two review iterations, hitting major internal milestone dates on time and having a minimum amount of errors uncovered in user acceptance testing.

• External – These characteristics indicate that your project objectives were completed successfully. Examples here include completing the project within approved budget and timeline, ensuring your deliverables meet approved quality criteria and customer satisfaction surveys.

2. Assign potential metrics. Identify potential metrics for each success criteria that provide an indication whether or not the criteria is being achieved. These can be direct, quantifiable metrics, or indirect metrics that give a sense for success criteria For each metric, briefly determine how you would collect the information, what the effort and cost of collection would be, and what value would be obtained.

3. Look for a balance. The potential list of metrics should be placed into categories to make sure that they provide a balanced view of the project. For instance, you do not want to end up with only a set of financial metrics, even though they might be easiest to obtain. In general, look for metrics that provide information in the areas such as:

• Cost
• Effort
• Duration
• Productivity
• Quality of deliverables
• Customer satisfaction with the deliverables produced
• Project team performance
• Business value delivered

4. Prioritize the balanced list of metrics: Depending on how many metrics you have identified, prioritize the list to include only those that have the least cost to collect and provide the most value to the project. There can certainly be as many metrics collected as make sense for the project, but there may end up being no more than one or two per category. In general, look to provide the most information with the least amount of work.

5. Set targets: The raw metric may be of some interest, but the measure of success comes from comparing your actuals against a predefined target. The target may be a single value you are trying to achieve, or it may be a range. For instance, you may need to complete your project by a certain fixed date, but your actual cost might need to be +/- 10% of approved budget.

6. Add workplan detail: For each metric that remains, determine the specific information necessary to add the appropriate activities to the project workplan. This will include:

• What specific data is needed for the metrics?
• Who is responsible for collecting the metric?
• When will the metric be collected and reported?
• How will the metrics be reported (status reports, quarterly meetings, metrics reports)?

Note: Define your success criteria upfront and get project sponsor sign-off.

Why Is My Project Late?

Design Changes – Design changes during project execution almost always cause delays and impacts to your budget. Once the Scope document has been signed, any changes to the design need to go through your Scope Change Request Process.

Skill Sets – When planning, assumptions are made regarding people's skills. Sometimes these assumptions turn out to be wrong. Also, you will usually have people on your team who are new or are less experienced. These new or lower skilled workers won't be as productive or effective as higher skilled workers. Make sure your project plan has accounted for skill levels.

Unplanned Work or Workarounds – Many times changes must be made to the sequence of planned work. These changes can impact time, cost, budget, and quality. Think about these risks up front and discuss what if any workarounds will be used.

Rework – Rework happens; it is part of project management. Ensure your project plan accounts for rework.

Team Morale – Turnover, project conflict, sick time, vacations all can wreak havoc with your schedule and budget; plan for these things. A happy team is a productive team. Ensure your team is working towards a common goal and not working against each other. Remove disruptive team members from your project if their behavior can't be changed.

Schedules – Trying to do too much in too little time will result in delays. Once you get behind it is very difficult to catch up. Your project will have delays. You need to have contingency plans to get back on track quickly.

Work Environment – Ensure that your team has a proper workspace. Cramming people into poorly designed work spaces will lower productivity.

Tools – Ensure your team has the right tools to do the job. Having the right tool, but not getting into the teams hands at the right time will cause delays in your schedule.

Project Manager Overload – Too many people on a project team without the proper management oversight can cause major problems for the project manager.

Overtime – Adding hours to people's schedules in order to make a deadline will usually do nothing but increase your budget. Adding overtime rarely results in getting a late project back on track.

Executive – Executive apathy can kill your project. People are usually not going to make your project a priority if their boss isn't willing to tell them it is important.

Plan for the above "risks" and you will start to bring your projects in faster, cheaper, with higher quality.

Leadership Principles That Transform

The organization I work for came up with a set of principles to guide the organization in the area of leadership. We all know that successful project managers are effective leaders.

--------------------------------------------------

Leaders are charged with transforming our organization into a more flexible, responsive and efficient high performing organization by fostering a climate which will encourage active involvement by all:

a. Instill the culture of high performance through all in our community. (Accountability)

b. Share my understanding and assist others to elevate their understanding of our commonly held leadership philosophy. (Cooperation and Teamwork)

c. Continually seek and remain open to new possibilities (Innovation)

d. Work to improve the quality of life of our community through collaboration. (Trust and Integrity)

e. Actively pursue the realization of our collective vision and be held accountable for our actions and leadership in shaping our future. (Clarity of Direction)

f. Embrace confronting the unsaid in our conversations. While maintaining a bias for action, we acknowledge the need for patience as we work to improve our performance (Honesty and Integrity)

g. Value a sense of urgency and maintain a focus on achieving results at the pace possible rather than the pace expected. (Effectiveness)

h. Encourage the celebration of our results. (Rewards and Recognition)

i. Support and create talent networks that value and celebrate diversity with a holistic view that leads us to results. (Cooperation and Teamwork)

j. Empower and mentor all to be innovative and take risks. (Inspiration and Empowerment)

k. Be fearless in the pursuit of our vision. (Clarity of Direction)

Teamwork, Common Goals, and Leadership at all levels will result in success.

What Skills Does a Project Manager Need to Master?

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.

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.

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.