Be On Time!

Being late to meetings, family outings, or any other event is unacceptable. In preparing my presentation for this year's IBM Pulse08 Conference in Orlando, FL I used a quote in one of my slides from Tom Peters that says, "Don’t over-schedule - Running late is inexcusable at any level of seniority; it is the ultimate mark of self-importance mixed with contempt."

Being consistently late for meetings is unacceptable, rude, and tells others that you are more important than them. If you don't have time to attend all the meetings you are invited to then decline them. Don't accept a meeting invitation and show up late.

You are never too important or too busy to be on time. You own your schedule and it is your job to manage it properly.

DON'T BE LATE!

Are We Getting Dumber?

The article below amazed me. I think a lot of the people this airline agent has spoken to over the years have worked on my projects.

Reservations of an Airline Agent


(After Surviving 130,000 Calls from the Traveling Public)

by Jonathan Lee -- The Washington Post

I work in a central reservation office of an airline. After more than 130,000 conversations — all ending with “Have a nice day and thanks for calling” — I think it’s fair to say that I’m a survivor.

I’ve made it through all the calls from adults who didn’t know the difference between a.m. and p.m., from mothers of military recruits who didn’t trust their little soldiers to get it right, from the woman who called to get advice on how to handle her teenage daughter, from the man who wanted to ride inside the kennel with his dog so he wouldn’t have to pay for a seat, from the woman who wanted to know why she had to change clothes on our flight between Chicago and Washington (she was told she’d have to make a change between the two cities) and from the man who asked if I’d like to discuss the existential humanism that emanates from the soul of Habeeb.

In five years, I’ve received more than a boot camp education regarding the astonishing lack of awareness of our American citizenry. This lack of awareness encompasses every region of the country, economic status, ethnic background, and level of education. My battles have included everything from a man not knowing how to spell the name of the town he was from, to another not recognizing the name as “Iowa” as being a state, to another who thought he had to apply for a foreign passport to fly to West Virginia. They are the enemy and they are everywhere.

In the history of the world there has never been as much communication and new things to learn as today. Yet, after I asked a woman from New York what city she wanted to go to in Arizona, she asked, “Oh… is it a big place?”

I talked to a woman in Denver who had never heard of Cincinnati, a man in Minneapolis who didn't know there was more than one city in the South ("wherever the South is"), a woman in Nashville who asked, "Instead of paying for your ticket, can I just donate the money to the National Cancer Society?", and a man in Dallas who tried to pay for his ticket by sticking quarters in the pay phone he was calling from.

I knew a full invasion was on the way when, shortly after signing on, a man asked if we flew to exit 35 on the New Jersey Turnpike. Then a woman asked if we flew to area code 304. And I knew I had been shipped off to the front when I was asked, "When an airplane comes in, does that mean it's arriving or departing?"

I remembered the strict training we had received -- four weeks of regimented classes on airline codes, computer technology, and telephone behavior -- and it allowed for no means of retaliation. "Troops," we were told, "it's real hell out there and ya got no defense. You're going to hear things so silly you can't even make 'em up. You'll try to explain things to your friends that you don't even believe yourself, and just when you think you've heard it all, someone will ask if they can get a free round-trip ticket to Europe by reciting 'Mary Had a Little Lamb.'"

Well, Sarge was right. It wasn't long before I suffered a direct hit from a woman who wanted to fly to Hippopotamus, NY. After I assured her that there was no such city, she became irate and said it was a big city with a big airport. I asked if Hippopotamus was near Albany or Syracuse. It wasn't. Then I asked if it was near Buffalo. "Buffalo!" she said. "I knew it was a big animal!"

Then I crawled out of my bunker long enough to be confronted by a man who tried to catch our flight in Maconga. I told him I'd never heard of Maconga and we certainly didn't fly to it. But he insisted we did and to prove it he showed me his ticket: Macon, GA. I've done nothing during my conversational confrontations to indicate that I couldn't understand English. But after quoting the round-trip fare the passenger just asked for he'll always ask: "...Is that round trip?" After quoting the one-way fare the passenger just asked for he'll always, always ask: "...Is that one-way?" I never understood why they always question if what I just gave them is what they just asked for. Then I realized it was part of the hell Sarge told us about.

But I've survived to direct the lost, correct the wrong, comfort the wary, teach U.S. geography and give tutoring in the spelling and pronunciation of American cities. I have been told things like: "I can't go stand-by for your flight because I'm in a wheelchair." I've been asked such questions as: "I have a connecting flight to Knoxville. Does that mean the plane sticks to something?" And once a man wanted to go to Illinois. When I asked what city he wanted to go to in Illinois, he said, "Cleveland, Ohio."

After 130,000 little wars of varying degrees, I'm a wise old veteran of the communication conflict and can anticipate with accuracy what the next move by "them" will be. Seventy-five percent won't have anything to write on. Half will not have thought about when they're returning. A third won't know where they're going; 10 percent won't care where they're going. A few won't care if they get back. And James will be the first name of half the men who call.

But even if James doesn't care if he gets to the city he never heard of; even if he thinks he has to change clothes on our plane that may stick to something; even if he can't spell, pronounce, or remember what city he's returning to, he'll get there because I've worked very hard to make sure that he can. Then with a click in the phone, he'll become a part of my past and I'll be hoping the next caller at least knows what day it is.

Goober on Paper

I don’t claim to be a good writer. While I wish I were, some things are just not meant to be. Having said that, I came across the following article that may be of use to someone. Project managers write a lot, and any tips that we can get to make our communications concise and more effective can only make our projects better.

WRITING TIPS

1. Cut the boring parts

I try to leave out the parts that people skip. ~Elmore Leonard

Unless you’re writing for personal reasons alone, you need to consider the attention of your readers. There’s no point is publishing content that isn’t useful, interesting, or both.

2. Eliminate unnecessary words

Substitute “damn” every time you’re inclined to write “very;” your editor will delete it and the writing will be just as it should be. ~Mark Twain

I used to feel that using words like “really”, “actually”, or “extremely” made writing more forceful. It doesn’t. They only get in the way. Cut them and never look back.

3. Write with passion

Fill your paper with the breathings of your heart. ~William Wordsworth

It’s not hard to realize that unless you’re excited about your writing no one else will be.

4. Paint a picture

Don’t tell me the moon is shining; show me the glint of light on broken glass. ~Anton Chekhov

Simply stating something is fine, but when you need to capture attention, using similes, metaphors, and vivid imagery to paint a picture creates a powerful emotional response.

5. Keep it simple

Vigorous writing is concise. ~William Strunk Jr.

Maybe it was all those late nights, struggling to fill out mandatory 10 page papers, but many people seem to think that worthwhile writing is long and drawn out. It’s more difficult (and effective) to express yourself in the simplest possible manner.

6. Do it for love

Write without pay until somebody offers to pay. ~Mark Twain

When you’re just starting out it’s hard to decide where to begin. So don’t. Just start writing. A blog is a good place to start. The most valuable benefit is the feedback.

7. Learn to thrive on criticism

You have to know how to accept rejection and reject acceptance. ~Ray Bradbury

Writing means putting yourself at the mercy of anonymous hecklers and shameless sycophants. Learn to make the most of the insults and distrust the praise.

8. Write all the time

Quantity produces quality. If you only write a few things, you’re doomed. ~Ray Bradbury

The way you define yourself as a writer is that you write every time you have a free minute. If you didn’t behave that way you would never do anything. ~John Irving

9. Write what you know … or what you want to know

If any man wish to write in a clear style, let him be first clear in his thoughts; and if any would write in a noble style, let him first possess a noble soul. ~Johann Wolfgang von Goethe

Learn as much by writing as by reading. ~Lord Acton

Successful writing is all about trust and authority. It makes sense to write about your area of expertise. If you don’t have an expertise, reading and writing is the best way to develop one and put it on display.

10. Be unique and unpredictable

I owe my success to having listened respectfully to the very best advice, and then going away and doing the exact opposite. ~G.K. Chesterton

Consistency is the last refuge of the unimaginative. ~Oscar Wilde

Zest. Gusto. How rarely one hears these words used. How rarely do we see people living, or for that matter, creating by them. Yet if I were asked to name the most important items in a writer’s make-up, the things that shape his material and rush him along the road to where he wants to go, I could only warn him to look to his zest, see to his gusto. ~Ray Bradbury

Following what works will only get you so far. Experiment with new styles, even if it means taking criticism. Without moving forward, you’ll be left behind.

Leadership Assessment Questions - How would others rate you?

RATING SCALE - 1 – Strongly Disagree, 2 – Disagree, 3 – Neither Agree or Disagree
4 – Agree, 5 – Strongly Agree

1. Effectively engages others to improve service delivery and follow-through on problem resolution. (Service Delivery)

2. Positively influences the team to translate customer needs into valued deliverables (i.e. work products and services. (Action Focus)

3. Ensures that agreed-upon commitments to internal and external customers are fulfilled. (Customer commitment)

4. Develops strong partnerships throughout the enterprise that foster positive customer relationships. (Organizational Relationships)

5. Stays calm and even-tempered when handling crises, stressful situations, or unexpected developments; does not become cynical, moody, or hostile when times are tough. (Composure)

6. Brings conflict into the open by encouraging constructive two-way communication, focusing on solutions and maintaining positive working relationship with those who disagree. (Conflict Resolution)

7. Builds effective teams by modeling open communication, providing constructive feedback, and encouraging different viewpoints. (Building Effective Teams)

8. Effectively facilitates group discussion by helping groups to define objectives, staying on task, soliciting diverse input, summarizing accomplishments and outlining next steps. (Group Facilitation)

9. Encourages a sense of job ownership by routinely soliciting input from team members, incorporating ideas into actions and holding the team accountable for results. (Empowering Teams)

10. Listens attentively and actively to both what is said and to non-verbal cues; has the patience to hear people out; accurately restates the opinions of others even when he/she disagrees. (Listening)

11. Demonstrates integrity in difficult situations by maintaining a balance between constructively identifying concerns, being upfront and honest, and maintaining respectful work relations. (Acting with Integrity)

12. Consistently acts in line with the best interest of the organization as well as in accordance with organizational policies during both good and tough times. (Ethics)

13. Builds and maintains trusting work relationships by being candid and upfront in a respectful and helpful manner, keeping confidences, following through on commitments, and practicing what is preached. (Building Trust)

14. Listens to complaints, suggestions, concerns, or requests; demonstrates consistency, impartiality, and even-handedness in making decisions. (Fairness)
15. Seeks opportunities to learn and actively works to continuously improve him/herself. Stays up-to-date on current practices and trends in his/her field. (Self Development)

16. Regularly solicits feedback on opportunities to improve oneself or delivery of products and services; implements ideas and suggestions to improve results. (Continual improvement)

17. Manages projects by breaking the work into process steps, establishing appropriate project teams, measuring performance against goals, and evaluating results. (Project Management)

18. Builds individual capacity by providing stretch tasks and assignments. Encourages others to learn and grow. Developing Others)

19. Creates focus by establishing priorities based on business needs; quickly zeros in on the critical few. (Prioritizing)

20. Seeks out and optimizes all available resources to achieve the best results efficiently, consistent with organization objectives. Knows who to involve and when. (Resourcefulness)

21. Effectively aligns fiscal resources to support strategic and business plans. (Fiscal Planning)

22. Effectively aligns technology resources to support strategic and business plans. (Technological planning)

23. Originates new and unique ideas; moves beyond the status quo and looks for better ways of doing things. (Innovation/Creativity)

24. Identifies obstacles and generates potential solutions to achieve challenges. (Problem-Solving)

25. Willing to try unconventional methods and/or to take personal risks to achieve desired outcomes that are consistent with organization objectives. (Risk Taking)

26. Accurately anticipates future trends and consequences. Sees the long-range implications of tactical decisions made today. Has broad knowledge and perspective. Can create competitive and breakthrough strategies and plans. (Strategic Thinking)

27. Considers various resources, obstacles, risks, perspectives, adverse reactions and financial impact when making recommendations and committing to action. (Critical Thinking)

28. Addresses performance issues by providing current, direct, complete, actionable, and developmental feedback to others; lets people know where they stand and supports others with ideas for continual improvement. (Coaching)

29. Takes responsibility and tackles difficult situations without passing them off to someone else; after making a mistake, admits it and either personally makes corrections or seeks assistance from others. (Ownership)

30. Drives for results; pushes ahead and maintains focus when confronted with obstacles. (Results Oriented)

Thoughts on Politics and Projects

My thoughts today are partially inspired by Tom Peters whom I have written about in the past.

A great/WOW project always changes (Has to be for the better) the way organizations work.

Tom Peters says – “WOW Projects = Changing the Rules”

He also says, “Changing the Rules = Pissing off members of the Establishment”.

If your project is pushing massive change through your organization there will be people that are going to be upset, and some of them might try to derail your project. These small thinkers will be envious, jealous, might feel you are invading their turf, or are just afraid of change. Sometimes you will have to use your political skills to go around them, go through them, or better yet find ways to get them on your side. All three approaches can take time, energy, and patience.

Quick Rules and Thoughts

Project management politics can be brutal. When big changes occur big guns come out.

Politics is life; however politics can and must be managed if your project is going to be successful.

Don’t let the status quo kill your great ideas or derail your project. Be flexible, but firm when it comes to implementing your project's deliverables, but don’t ignore the political realities.

Politics is the art of getting things done. As Tom Peters says “No Politics=No Implementation”.

Develop powerful allies in your organization to help you get your project implemented. Be sure to show appreciation to all those people that help you along the way.

Don’t implement anything in your project that can’t be verified (verifiable milestones).

Organizational Project Management Dysfunction

Studies have shown there are lots of out of control projects in organizations. One of the contributing factors to this fact is the lack of qualified project management professionals. Many organizations tag people and assign them to run projects even though they have little to no experience and/or training in project management. Even with training, we know that training alone does not make a project manager. It takes years of experience to build project management competence.

Project management is a discipline, and as such requires people with self-discipline, and project management knowledge and experience to be successful. Too many times organizations look at a person’s technical and/or functional skills and make the assumption they can train them in the project management basics. They also wrongly assume these individuals will make a quick, smooth transition and be effective, capable project managers. You aren’t effective at anything if you aren’t measured against your performance. Most “accidental” project managers fail miserably because they don’t have the experience, or aren’t interested in doing the job.

Immature organizations tend to add project management to people’s job function rather than recognizing that project management is a profession. Organizations won’t be successful entrusting large complex projects to accidental project managers.

Organizations can help themselves by realizing that project management competence is measurable, and project management results are what matters. If you don’t measure it, you can’t manage it. Inconsistent project results are many times the result of having the wrong people planning the wrong things in the wrong order, and using the wrong resources at the wrong times while following the wrong (or no) process while looking for the wrong results.

Competency at anything requires training, knowledge, and experience. Providing project management training without the benefit of ongoing mentoring is just asking for poor project results and dissatisfied customers.

Project management is a profession. Training alone doesn’t build professionalism. It takes lots of time and varied experiences, and even then some people never become professional project managers. I have said it before and believe the statement that “knowledge plus experience equals wisdom”. Without wise project managers an organization stands little chance of consistently delivering successful project results.

Attributes of Great People

What common behaviors or attributes turn ordinary people into great people?  Here are a few I have assembled from various sources, including Tom Peter’s book "Reinventing Work, The Project 50" .

Great people almost always have had some of the traits below.

They are Risk Takers

They often don’t appear rational

They are obsessed with success (success is clearly defined up front)

Their ideas are often ahead of their time

They can be peculiar, creative, off-the-wall

They are often described as irreverent

They have a burning passion to make their dreams come true

They are determined to make a difference

They have little tolerance for the “the way it has always been done” crowd

They LOVE to go against the grain

They have thick skin

They have charisma

They thrive on chaos and often love to generate chaos

They are great at what they do

They hate J.A.M.S – Just Another Mediocre Success (Tom Peters)

They have a positive influence on the lives of others (not everyone, all the time)

They make lots of mistakes and are quick to admit they made them

They often ask forgiveness vs. permission

They hate, hate, hate politics and petty people. (They will occasionally play the “political” game to get what they want, but they know most career politicians are disingenuous, self-centered, and are only interested in furthering their own careers.)

They are great at marketing

They are often (not always) great listeners

They are masters of the little (important) things

They know how to sell

They hate whiners, complainers, and corporate Dilberts

They aspire to something higher than themselves

They are concerned with doing the “right” thing

They often make lots of people mad (usually the politicians and career procrastinators)

They know how to laugh

They call others out for a lack of commitment or disingenuous behavior

They know that most of the “suits” are empty

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

Should project managers adopt some/all of these behaviors?  The great ones already have.

Your Project Sponsor is a Risk

Enterprise IT applications are supposed to help organizations with collaboration and cost reduction. Additionally, they should assist in gaining personnel efficiencies by helping to provide access to information required to make timely management decisions. As every project manager knows these enterprise applications can be difficult to implement, and often don’t deliver on their promises. Why is this? I believe the number one reason for enterprise software implementation project failure is the lack of a strong, engaged, focused, and available executive sponsor.

IT customers are demanding more from their software and want results that help them reduce their bottom line, gain efficiencies, and do more with less. Line managers have a justified fear of giving up control of their legacy applications because of past IT miscues and screw-ups (YES, ALL IT DEAPARTMENTS ARE GUILTY OF MISCUES AND SCREW-UPS). A project manager’s job is to help integrate departmental business processes across the enterprise to help ensure the software meets the customer’s needs. A project manager can’t accomplish this task on his or her own. Implementing an enterprise software application can be a daunting task and requires the skills and talents of many people. When these projects fail responsibility is shared by all stakeholders, but the blame falls equally between the project manager and the project sponsor.

PM FOR DUMMIES 101 - In order to successfully implement enterprise IT applications organizations first need to create the culture and climate that ensures investments in information technology contribute to a desired future outcome rather than continuing past practices.

Project Manager Tip – PLAN then DO Quickly. The just “do it” culture is usually a culture fraught with project failures and ruined careers. Run from a job that requires that the project manager follow the failed mantra that says “Ready, Fire, Aim”!

Many departments in today’s organizations feel they are locked into their legacy applications and are resistant or refuse to change. This legacy thinking is the main impediment to change (i.e. your project). Some people refer to these legacy applications as “code museums”. The people holding on to these legacy applications don’t have the vision of the enterprise. For this reason it is important to have a senior executive as a project sponsor when implementing an enterprise application. The sponsor articulates the vision and drives the change to the culture, PERIOD. NEVER forget this fact.

Finally, the executive sponsor must understand the technology being implemented, the culture where the change is taking place, and the benefits of implementing the desired solution. He or she must be willing to “kick some ass” to get the solution implemented in a timely fashion, and ensure the solution provides the required benefits to the organization.

Remember: An invisible project sponsor is your project’s biggest risk.

Trust and the Project Manager (revised repost)

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 to help me be successful than being overly reliant on tools such as pert charts, resource loaded histograms, and quantitative risk analysis documents.

When managing any size project the project manager needs to focus on what is most important to that project's success. Only you, your sponsor, and stakeholders can answer the question of what is most important. 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.

Remember, 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.

Without the trust of your peers, management, and customers your project management career is doomed to failure.

Clever or Wise?

Albert Einstein said "A clever person solves a problem; a wise person avoids it". After reading this quote, it reminded me that project managers spend a lot of time (or should be) avoiding problems. One thing that can help project managers to avoid problems is following a defined process, or more specifically, a Project Management Methodology (PMM). At its core a PMM is a set of agreed-upon processes that assists project managers to deliver predictable project outcomes.

To create a PMM you need to define all project management processes, procedures and policies used to deliver your organization's projects. Also, don't forget to develop or obtain a set of project templates as they are an important part of any PMM. Finally, you must develop a training program to introduce and educate your organization about the new PMM.

KEY POINT - When developing a PMM ensure you include input from your lead project managers and any other personnel that have a stake in your project management outcomes.

Once your PMM is implemented ensure you measure the results and make adjustments where necessary. If you need help in developing your PMM there are many products that can assist you and your organization to develop a custom PMM that works for you.

Two of my favorite vendors that specialize in this are are TenStep and Method123. I am affiliated with TenStep and Method123, and I own, use, and endorse their products.

Organizational Dysfunction and Projects

Just over a year ago I posted about Projects, Leaders, and Discipline.  I started the posting with the text below: 

One of the things that hurt project teams most is the lack of an enterprise (executive) focus and oversight regarding the management of projects.  It takes discipline to manage projects, and enterprise project discipline is lacking when executives are disinterested and/or disengaged from the project process.  Great organizations (not project managers) manage projects well, and in doing so they have employees with higher morale, they get better project results, and implement projects faster with higher quality.

Is your organization disciplined?  There have been many studies that show a lack of executive support for projects is a key contributor to project failure.  You can meet all your project objectives and still have failed if your project does not support a business need.

Organizations that have successfully embraced and implemented project management have a few things in common.  They are:

  They treat project management as a profession

  They treat project managers as assets

  They have internal policies that support the management of projects

  They align their strategies to a published project portfolio

  They recognize that a project management methodology is only works when it is coupled with         experienced   project managers

  They have a formal training program for new and experienced project managers

  They have a formal job classification and promotion path for project managers

  They have a strategic program/project management office

  Have been through a formal project management maturity assessment

Regarding discipline, George Washington said, "Discipline is the soul of an army.  It makes small numbers formidable, procures success to the weak, and esteem to all".  

You cannot have effective organizational project management processes without discipline.  Discipline begins at the top of the organization and works its way to the bottom.  Organizations that have weak organizational discipline have weak leadership.

As I have stated previously, undisciplined organizations have high turnover, low employee morale, and poor project results. These organizations cheat their investors, employees, and customers by not providing the highest level of service possible. Highly disciplined organizations make and keep commitments, manage to clearly articulated and measurable goals, and have executives that are engaged and visibly participate in the oversight of projects.

BOLD TRUTH - If you are not visible, your are not relevant.  If you are not relevant, you are not needed. 

In closing, dysfunctional organizations believe that the workers are solely responsible for managing projects and other day-to-day work. These organizations believe that the executives should spend the majority of their time strategizing and making policy. This is a failed approach (see General Motors, Ford, K-Mart, etc), and ensures the work, including projects, will take longer than planned and cost more than what was budgeted.

Executive leadership and oversight of projects has been proven to motivate project teams to be accountable, results driven, and focused on achieving a common goal.

Leading Geeks

Ralph Nader once said, "I start with the premise that the function of leadership is to produce more leaders, not more followers". In the IT world is is hard to produce leaders and it is doubly hard to produce and keep followers.

On his blog, Alexander Kjerulf talks about How Not to Lead Geeks and mentions that "the main reason IT people are unhappy at work is bad relations with management". He goes on to say that "the fact is that IT people hate bad management and have even less tolerance for it than most other kinds of employees".

Wow, I couldn't agree more. It is suprising that this flawed geek leadership strategy is still very prevelant today in our organizations. I see the mistakes listed below happen every day. I can only wonder how much more productive "geeks" would be if these mistakes weren't continuously repeated on a regular basis.

Here are Alex's thoughts on the top 10 mistakes he has seen managers make when leading geeks:

1) Downplay training

I had a boss once who said that “training is a waste of money, just teach yourself”. That company tanked 2 years later. Training matters, especially in IT, and managers must realize that and budget for it. Sometimes you get the argument that “if I give them training a competitor will hire them away.” That may be true, but the alternative is to only have employees who are too unskilled to work anywhere else.

2) Give no recognition

Since managers may not understand the work geeks do very well, it’s hard for them to recognize and reward a job well done, which hurts motivation. The solution is to work together to define a set of goals that both parties agree on. When these goals are met the geeks are doing a great job.

3) Plan too much overtime

“Let’s wring the most work out of our geeks, they don’t have lives anyway,” seems to the approach of some managers. That’s a huge mistake and overworked geeks burn out or simply quit. In one famous case, a young IT-worker had a stress-induced stroke on the job, was hospitalized, returned to work soon after and promptly had another stroke. This post further examines the myth that long work hours are good for business.

4) Use management-speak

Geeks hate management-speak and see it as superficial and dishonest. Managers shouldn’t learn to speak tech, but they should drop the biz-buzzwords. A manager can say “We need to proactively impact our time-to-market” or simply use english and stick to “We gotta be on time with this project”.

5) Try to be smarter than the geeks

When managers don’t know anything about a technical question, they should simply admit it. Geeks respect them for that, but not for pretending to know. And they will catch it - geeks are smart.

6) Act inconsistently

Geeks have an ingrained sense of fairness, probably related to the fact that in IT, structure and consistency is critical. The documentation can’t say one thing while the code does something else, and similarly, managers can’t say one thing and then do something else.

7) Ignore the geeks

Because managers and geeks are different types of people, managers may end up leaving the geeks alone. This makes leading them difficult, and geeks need good leadership the same as all other personnel groups.

8) Make decisions without consulting them
Geeks usually know the technical side of the business better than the manager, so making a technical decision without consulting them is the biggest mistake a leader can make.

9) Don’t give them tools
A fast computer may cost more money than an older one and it may not be corporate standard, but geeks use computers differently. A slow computer lowers productivity and is a daily annoyance. So is outdated software. Give them the tools they need.

10: Forget that geeks are creative workers

Programming is a creative process, not an industrial one. Geeks must constantly come up with solutions to new problems and rarely ever solve the same problem twice. Therefore they need leeway and flexibility. S trict dress codes and too much red tape kill all inovation. They also need creative surroundings to avoid “death by cubicle”.

Making one or more of these 10 mistakes (and I’ve seen managers who make all 10) has serious consequences, including:

Low motivation
High employee turnover
Increased absenteeism
Lower productivity
Lower quality
Bad service

Happy geeks are productive geeks, and the most important factor is good management, tailored to their situation.

PMI Global Congress Atlanta Wrapup

I just returned from the PMI Global Congress and I believe it was the best one I have attended (this was my eighth conference). During the Global Congress I attended several different awesome presentations covering a wide array of topics. Each presentation offered valuable information to help me do my job better.

I highly recommend you attend one of PMI's Global Congresses (next year's congress is in Denver, CO). Attending the PMI Congress is a great way for a project manager to earn PDUs (professional development units), which are required to maintain your PMI Project Management Professional (PMP) designation with PMI.

I have been a big supporter of the TenStep family of products and I rely on several of their methodologies to do my job. As usual, Tom Mochal and company from TenStep were at the Congress talking about their new products and training services. Check out Tenstep's website and look over their latest methodology called ProcessStep. Another great project management methodology vendor is Method123. I use and own some of their products and they make great tools and templates.

The Project Management Institute (PMI) has been busy over the past year, and during that time they have released a few new project management related standards. They are:

Practice Standard for Project Configuration Management – This standard defines processes and tools to help develop a project configuration management system.

Practice Standard for Earned Value Management – This standard helps the project manager objectively identify where a project is and where it is going. EVM methods cover project scope, schedule, and costs.

Practice Standard for Scheduling – A guide to help the project manager build effective schedules, and additionally help to provide quantifiable processes to determine the maturity of a schedule.

Also, PMI has made updates to existing standards, which are:

Project Manager Competency Development Framework – 2nd edition

Combined Standards Glossary – 3rd edition

Government Extension to the PMBOK Guide – 3rd edition

Practice Standard for Work Breakdown Structures – 2nd edition

There were many vendors at the show and I heard there may have been over 4000 attendees. PMI membership is growing fast and interest in the project management profession is at an all time high. If you have not yet earned your PMP certification now may be the best time to seriously consider earning this valuable credential.

The PMI Global Congress is a great place to network with other project managers. I met some great people at this year's conference and plan on keeping in touch with all of them. Your best project management learning experiences will usually come from talking with and listening to other project managers.

Until next time.

ProjectSteps Has a New Look

I'm going to Atlanta, GA at the end of the week to attend the annual PMI (Project Management Institute) North American Global Congress. I always look forward to attending this event and this year is no different. If you are a PMP (Project Management Professional) it is a good place to earn some of your required PDUs (Professional Development Units) to maintain your PMP certification with PMI. Besides earning PDUs, it is a great forum to learn about the state of project management and current "best" practices in the project management industry.

By the way, if you are attending this year's Global Congress drop me an e-mail and maybe we can meet for a beer. You can reach me at sfseay(at)yahoo.com or sseay(at)scgov.net.

Finally, this week brings a new look for the ProjectSteps blog. Do you like it, hate it? Leave a comment and let me know your thoughts.

Have a good week and don't forget to have fun!

Don't Be a Victim of Politics

Politics and projects go hand in hand. Team conflict, competing agendas, stakeholder dysfunction, resource constraints, and a myriad of other challenges exist and will send your project careening out of control if not managed properly.

What is a project manager to do? Here is a list of things to keep in mind when managing projects in a highly politicized environment:

Learn to negotiate from a position of strength

Do everything you can to educate those around you about Project Management. Stress the benefits and overcome the objections by pointing to your successes.

Master the art of influence.

Understand that masterful politicians are sometimes helpful to you and your project, but can also be detriment to your project's success.

An effective executive sponsor can help minimize political time wasting events that slow project progress and increase project budgets.

Recognize that conflict on your project is inevitable and necessary. How you respond to conflict will determine how successful you are.

Mastering the art of negotiation is a critical skill for project managers.

Negotiate up front how much power you will have as project manager, how and where it can be used, and when it applies to securing needed resources for your project.

Realize that for the most part internal politics wastes time and is usually not something that people enjoy.

Team commitment and loyalty will help to minimize project politics.

Don't fight a political system you don't understand and can't influence. Leave that to the experts. (Hint: get these experts to support your project if possible).

A good communications plan will help to lessen the politics on your project.

Every project usually has at least one "politician" in the organization that is out to either sabotage it, or will try to ensure that it isn't fully implemented.

Recognize that change (which is what projects are all about) scares some people and your project's deliverables can lead to a loss of power or influence for certain individuals or departments. Anticipate this and have a plan to deal with the behaviors that will surface.

Successful project managers need to learn to "swim with the sharks" and not get bitten. They need to be determined, focused, and act professionally and ethically. Project managers must know how to relate to people and manage relationships by being effective leaders and by applying the right balance of negotiating skills, motivational techniques, team building, and optimized communications.

Would You Like Cheese with that Whine?

Project teams are dynamic and interpersonal relationships amongst team members are always in a state of flux. Some teams are high performing and function at a high level over a long period of time. Other teams can't seem to come together and function at all.

An effective, experienced project team leader is an important part of any successful team, however, all team members must be personally accountable for their actions and be supportive of other team members if the team and project are to be successful.

Individual team member behaviors can contribute to team success in many ways. Emotional maturity and willingness to compromise are two important team member traits that help make a good team dynamic and lead to a successful project outcome.

Here are some negative team member behaviors I have personally observed. These behaviors detract from team synergy and place an unfair burden on other team members.

Projects fail or take longer than they should when team members:

Leave problems for others to solve rather than solving the problems themselves

Routinely blame others (stakeholders and/or other team members) or circumstances for not getting their tasks complete on time

Aren't personally accountable for their project task outcomes and timelines

Are unwilling to hold stakeholders accountable for their responsibilities

Aren't properly documenting their findings and defining a scope of work or adhering to an agreed-upon project scope

Aren't documenting Scope Change Requests

Aren't bringing issues and concerns to the team for discussion

Are constantly complaining, whining, and finger-pointing

Are unwilling to reach consensus with their team members

Are unwilling to let go of past negative circumstances and relationships

Are unwilling to admit past and current mistakes and learn from them

Play the victim and exhibit passive-aggressive behavior

Have a recurring theme in their dealings with others that everybody else is wrong and they are right

Continually demanding that things be done their way when it is contrary to the stated direction of the team

Team members who exhibit some or all of the above behaviors above should be placed on a performance improvement plan as their behavior is disruptive to the team and the project.

Project teams can't afford to have team members that aren't willing to compromise, are emotionally immature, and are a constant distraction to the team. In addition to being placed on a performance improvement plan, these team members should be released from the team as soon as possible as they are detriment to team cohesiveness and productivity.

The Good Project Manager

These are obvious, but you can never get enough good advice, right?

Show appreciation - thanking people for their assistance is not only the right thing to do it is expected.

Listen effectively - think before speaking. Listen attentively. Make the person feel like they are the only thing you are focusing on.

Give credit to others - always give credit where credit is due.

Don't be negative - negative people can kill team creativity. Eliminate them from your team if possible.

Have a work/life balance - don't forget that all work and no play makes for a dull life.

Don't have hidden agendas - they are only hidden for a while, and most people realize what you are doing.

Be willing to publicly admit your failures - there is nothing more pathetic than the person that never admits a mistake.

Talk about the problem not the person - don't personalize problems and make them about a person or group. Be willing to focus on only on the problem.

If you lie down with dogs you will get fleas - be careful of your relationships in the workplace. Trust, but verify.

Don't gossip - gossip can hurt careers and projects. Don't participate in gossip and don't allow it on your team.

Use Empathy not Sympathy when dealing with delicate issues - Empathic listening is listening with intent to understand. Sympathetic listening is a form of agreement and judgement.

Diagnose before your prescribe - if people don't have confidence in your diagnosis, they won't have confidence in your prescription

Keep your commitments and promises - enough said.

Remember while you are free to choose your actions, you aren't free to choose the consequence of those actions.

PMO Best Practices Checklist

Does your organization have a PMO? How is it going? If you are just starting a PMO review the checklist below and see if it makes sense for your group.

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. Ensure the Sponsor is engaged and has signed the Project Charter

Assign the project manager early
The Project Manager will make or break a project. Be sure the individual has the expertise to manage the project and they work well with others. Do not 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.

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.

Complete a detailed work plan
A preliminary work plan with major milestones should have been completed while developing the Requirements Document or Statement of Work. Now is the time to work with the project manager in identifying the tasks involved for each milestone. The work plan should list the tasks for each milestone with the estimated hours, start and stop dates, costs and responsible parties. Sample work plans and templates are available through the PMO 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.

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

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

Follow your Work Plan, create and maintain an issues list, and
Track, Manage, and Obtain Approval for
ALL Scope Change

I didn't create the above checklist and don't know the original author.

Tom Peters and the Dozen Truths

I have posted before about Tom Peters before, and he is someone I really admire. In reviewing some of his materials I came across the "Dozen Business Truths" below. Mr. Peters isn't about doing things the way that have always been done. I like his approach to business and it fits right in with cutting edge project management practices.

Successful Businesses' Dozen Truths: Tom Peter's 30-Year Perspective

1. Insanely Great & Quirky Talent

2. Disrespect for Tradition

3. Totally Passionate (to the Point of Irrationality) Belief in What We Are Here to Do

4. Utter Disbelief at the BS that Marks "Normal Industry Behavior"

5. A Maniacal Bias for Execution and Utter Contempt for Those Who Don't "Get It"

6. Speed Demons

7. Up or Out. (Meritocracy Is Thy Name. Sycophancy Is Thy Scourge)

8. Passionate Hatred of Bureaucracy

9. Willingness to Lead the Customer... and Take the Heat Associated Therewith. (Mantra: Satan Invented Focus Groups to Derail True Believers)

10. "Reward Excellent Failures. Punish Mediocre Successes"

11. Courage to Stand Alone on One's Record of Accomplishment Against All the Forces of Conventional Wisdom

12. A Crystal Clear Understanding of Story (Brand) Power

Business Process Improvement and the Project Manager

Project managers need to ensure that customer's are satisfied with a project's deliverables.  Part of this process is ensuring that the customer's business processes are optimized.  You can't provide the best possible project results if your customer's processes aren't efficient.  Improving processes is about improving quality while reducing costs and waste. 

Processes need measures.  If you don't have measures then your processes aren't worth the paper they are printed on.  Processes have to meet the needs of the organization, business unit that executes them, and the customer's requirements.  Measures also help to identify and solve process problems, and help to ensure they are meeting the customer's requirements. 

When it comes to process improvement, a good project manager understands:

How to develop team skills

How to break down work into processes

How to solve problems and to find the root cause of  the problems

How to recommend solutions to problems that are acceptable to the majority

How to lead a team and when to let the team lead

Measure the effectiveness of a process by:

Looking at the cycle times between process steps

Identifying bottlenecks that cause unnecessary delays

Identify problems that cause defects to occur

In order to help develop good business processes, a project manager must have the knowledge, skills, and experience to ensure that the right people are doing the right things at the right time, using the right tools and delivering the results that are expected.