End of Project Survey Template - Repaired Link

Click here for a direct link to the document that was discussed in last week's post. Some people had problems viewing the document because of permissions.

Steve

End of Project Surveys are Important

Measuring customer satisfaction at the end of the project is critical. I recently started using a new Post Implementation Project Survey document. I send the document to all key stakeholders just after the project's completion.

Is the document useful to you? Is it too long? Is there questions you would ask that aren't listed?

Click here to review the document, and please take the time to leave me some feedback.

Corporate Purpose and Core Values

I came across this last year on the Internet. I thought it was worth sharing. I changed the company name to XYZ.

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Purpose and Core Values

Building a Better World: We better the lives of those we touch and improve communities around the world through our personal and professional contributions.

Our employees are our greatest assets and we will grow, inspire and protect them.

XYZ is committed to actively encouraging diversity through our people and our activities, as we truly believe in the value of a diverse workforce to both inspire our people and grow our business.

We will be uncompromising in our determination to achieve product excellence and, in turn, improve the world's quality of life. Our everyday work is focused on reducing impacts to the environment and improving focus on reducing impacts to the environment and improving society, while meeting client needs with superior project design and delivery.

We are committed to being involved citizens, both as a business and as individuals, in improving the communities where we reside and work. We want to leave a positive legacy in the communities we work in.

Our reputation as a trustworthy business partner is critical to our business success. Honesty, professionalism, ethical behavior, and integrity with our staff and clients. Our reputation with them is paramount to our success as is our technical leadership reputation.

Our business goals are only met when mutually we make our clients successful and we are fairly rewarded. By getting all these right, delivered through our project management, quality, safety, health and environmental management systems, we serve our clients' needs successfully.

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WOW, this sounds like an organization that is focused on the right things.

Competency and the Project Manager

Competency can also be called - Ability, Capableness, Ableness, Capacity, etc...

Knowledge + Skills + Attitude = Competency

Knowledge - Awareness or comprehension acquired by study or experience

Skills - Ability to apply knowledge

Attitude - State of mind or feeling

One of my favorite formulas is: Knowledge + Experience = Wisdom

What is your Competency Rating?

Don't Follow a Bad Leader

Leadership = Purpose + Direction + Motivation + Coaching + Passion + Character + Trustworthiness + Discipline + Communication

I witness poor leadership behaviors all the time. It amazes me that these scoundrels have followers. People that follow bad leaders are a lot like sheep following a shepard. Don't follow a bad leader. Break out from the flock and look for a leader that wants you to succeed.

Characteristics of a Successful Organizational Culture - Part 2

Signs your organization's culture is healthy

Change is not seen as a goal but a journey

An individual’s status in the organization is gained because of their results ...and methods ...and communications, not their role or title

People have fun at work

People become more willing to speak their minds

All levels of the organization come together to solve problems

Risk taking is encouraged

Project management is taken seriously

Senior staff and executives are visible, available, and relevant

There are blurred lines between organizational groups and departments

External employee concerns (home, family, school) are part of the organization’s agenda

Teams evaluate themselves and other teams

Teams determine who is on or off “the team”

Executives and senior managers that show anti-social behavior or who are not team players are told to seek work elsewhere

People manage themselves

People doing the work are looked upon as experts on how the work should be done

Organizational decisions, rewards, and results are shared openly

There are formal and explicit links and work rules between internal groups

Managers are visible, informed, and accountable

Team assessments are used to measure a Team’s success

There is a new paradigm about what the organization owes the employee and what the employee owes the organization

The gap between potential and performance is reduced (must be measured by outsiders)

Teams replace supervisors

Information is shared about the organization’s failures, problems, successes, and opportunities

People smile more and like coming to work

People discuss then decide

Trust, Respect, Integrity, and Truthfulness are not an option

People are eager and willing to learn new things

Characteristics of a Successful Organizational Culture

Culture can be described as a set of behaviors that are refined and are used or sought after by people in their group. Cultural behaviors are a set of shared ideas and beliefs that are associated with a way of life.

In highly effective enterprises, cultures tend to have the following characteristics. There are many more, but these are some that come to mind:

Leaders lead and teach others to be leaders

A positive attitude is displayed by key managers and leaders

The organization's plans, policies, procedures, rules, and strategic direction are well documented and discussed at all levels of the organization

The opinions of employees are valued and they believe they are key members of the larger enterprise team

Work teams are encouraged to develop solutions to organizational problems

Continuous improvement is a part of the way business is done

The organization believes in and practices a philosophy of creativity and innovation

Professional politicians are looked at as a liability

Interdependent relationships are numerous and exist at all levels of the organization

Employees are recognized for their achievements

Feedback is continuous and two-way

Senior managers are visible and available

Resourse planning is practiced continuously

There is "Systems Thinking"

There is a shrinking gap between organizatinal potential and performance (and it is measured)

Team members evaluate the performance of their team as a whole and eliminate unproductive members that are unwilling to perform at acceptable levels

Senior management understands that the people doing the work are the ones that know how the work should be done

Managers are facilitators and coaches

Moral is high and people are satisfied with their jobs

People are committed to the organization's goals and to their work groups success

Kayaking in Florida

Had a great time kayaking this weekend here in Florida.

Click picture to enlarge

Relationships in Project Management

“You can make more friends in two months by becoming interested in other people than you can in two years by trying to get other people interested in you.” —Dale Carnegie

100ft. = 100 miles or 30.48 meters = 160.9 kilometers

In one of Tom Peter's many free presentations on his website he had the following quote from his book "In Search of Excellence".

I found the quote in regards to communication distances troubling, but true.

Tom's quote goes:

"It was the only chart we used in In Search of Excellence! It arrived courtesy of the research by Tom Allen and his colleagues at MIT. Studying communication patterns, they discovered that people more than a hundred feet apart might as well, in terms of communication frequency, be 100 miles apart!. Internet or no Internet (these days), that is nothing short of … stunning! And the implications are nothing short of profound!"

The Heart of Business Strategy - Tom Peters

Tom's wisdom is awesome. Find lots more at his website

The post below was taken from a document Tom wrote called the Heart of Strategy.

Start Tom's Message below:

"We usually think of business strategy as some sort of aspirational market positioning statement. Doubtless that’s part of it. But I believe that the number one "strategic strength" is excellence in execution and systemic relationships (i.e., with everyone we come in contact with). Hence I offer the following 48 pieces of advice in creating a winning strategic that is inherently sustainable*:

"Thank you." Minimum several times a day. Measure it.

"Thank you" to everyone even peripherally involved in some activity—especially those
"deep in the hierarchy."

Smile. Work on it.

Apologize. Even if "they" are "mostly" to blame.

Jump all over those who play the "blame game."

Hire enthusiasm.

Low enthusiasm. No hire. Any job.

Hire optimists. Everywhere. ("Positive outlook on life," not mindless optimism.)

Hiring: Would you like to go to lunch with him-her. 100% of jobs.

Hire for good manners.

Do not reject "trouble makers"—that is those who are uncomfortable with the status quo.

Expose all would-be hires to something unexpected-weird. Observe their reaction.

Overwhelm response to even the smallest screw-ups.

Become a student of all you will meet with. Big time.

Hang out with interesting new people. Measure it.

Lunch with folks in other functions. Measure it.

Listen. Hear. Become a serious student of listening-hearing.

Work on everyone’s listening skills. Practice.

Become a student of information extraction-interviewing.

Become a student of presentation giving. Formal. Short and spontaneous.

Incredible care in 1st line supervisor selection.

World’s best training for 1st line supervisors.

Construct small leadership opportunities for junior people within days of starting on the job.

Insane care in all promotion decisions.

Promote "people people" for all managerial jobs. Finance-logistics-R and D as much as, say, sales.

Hire-promote for demonstrated curiosity. Check their past commitment to continuous
learning.

Small “d” diversity. Rich mixes for any and all teams.

Hire women. Roughly 50% women on exec team.

Exec team “looks like” customer population, actual and desired.

Focus on creating products for and selling to women.

Focus on creating products for and selling to boomers-geezers.

Work on first and last impressions.

Walls display tomorrow’s aspirations, not yesterday’s accomplishments.

Simplify systems. Constantly.

Insist that almost all material be covered by a 1-page summary. Absolutely no longer.

Practice decency.

Add “We are thoughtful in all we do” to corporate values list. Number 1 force for
customer loyalty, employee satisfaction.

Make some form of employee growth (for all) a formal part of values set.
Above
customer satisfaction. Steal from RE/MAX: “We are a life success company.”

Flowers.
Celebrate “small wins.” Often. Perhaps a “small win of the day.”

Manage your calendar religiously: Does it accurately reflect your espoused priorities?

Use a “calendar friend” who’s not very friendly to help you with this.

Review your calendar: Work assiduously and mercilessly on your “To don’ts.”—stuff
that distracts.

Bosses, especially near the top: Formally cultivate one advisor whose role is to tell you the truth.

Commit to Excellence.

Talk up Excellence.

Put “Excellence in all we do” in the values set.

Measure everyone on demonstrated commitment to Excellence.

Weekend Video - How to Buy a Car Without Getting Screwed

Stuff I Really Believe!

“The deepest human need is the need to be appreciated.” — William James

“What creates trust, in the end, is the leader’s manifest respect for the
followers.” — Jim O’Toole, Leading Change

“The most successful people are those who are good at plan B.” — James Yorke,
mathematician, on chaos theory in The New Scientist

“People want to be part of something larger than themselves. They want to be
part of something they’re really proud of, that they’ll fight for, sacrifice for, that they trust.” — Howard Schultz, Starbucks

“It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change.” — Charles Darwin

“If things seem under control, you’re just not going fast enough.” — Mario Andretti

“We have a ‘strategic’ plan. It’s called doing things.” — Herb Kelleher, founder, Southwest Airlines

“I guess it comes down to a simple choice, really. Get busy living, or get busy
dying.” — The Shawshank Redemption (Tim Robbins)

“Nothing is so contagious as enthusiasm.” — Samuel Taylor Coleridge

“A man without a smiling face must not open a shop.” — Chinese Proverb

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"Leadership is all about love...

and

Passion,
Enthusiasms,
Appetite for Life,
Engagement,
Great Causes & Determination to Make a Damn Difference,
Commitment to Excellence,
Shared Adventures,
Bizarre Failures,
Growth Beyond Measure,
Insatiable Appetite for Change" - Tom Peters

Fish Stink from the Head?

Tim Sanders has a few words regarding company culture...

Is Project Management a Profession? - Not Again!

What is your opinion? I believe that project management is a profession, however I have met many "project managers" that don't have a clue about project management and aren't very professional.

The following story comes from www.reformingprojectmanagement.com.

"Is project management a profession? The experts in the matter of establishing conditions for a profession say no. Why? Most of it has to do with the accumulation and study of theory. I've been on the fence about whether or not we should seek professional status for project managers. I'm married to a registered nurse. Her brother is a registered engineer. My cousin is a licensed physician. One son is finishing his law degree so he can sit for the Bar while the other is studying for the landscape architect's exam. I know what these people have done to become professionals. It's time that project managers do the same.

Click here for the rest of the story...

Weekend News - 1.75 Trillion Dollar US Deficit for 2009

The Treasury Department said Friday that the budget deficit increased by $192.3 billion in March, and is near $1 trillion just halfway through the budget year, as costs of the financial bailout and recession mount.

Last month’s deficit, a record for March, was significantly higher than the $150 billion that economists expected.

The deficit already totals $956.8 billion for the first six months of the budget year, also a record for that period. The Obama administration projects the deficit for the entire year will hit $1.75 trillion.

A deficit at that level would nearly quadruple the previous annual record of $454.8 billion set last year. The March deficit was nearly four times the size of the imbalance in the same month last year.

The Congressional Budget Office estimated last month that President Barack Obama’s budget proposals would produce $9.3 trillion in deficits over the next decade, a figure $2.3 trillion higher than estimates made in February in the administration’s first budget proposal.

Definition of Leadership - Video

Tom Peters on the Definition of Leadership from Tom Peters on Vimeo.

Ugly Power

Power changes people. It changes people’s attitudes about themselves, and how they feel about others. POWER CHANGES PEOPLE!

The ugly side of power gives the powerful a distorted opinion of themselves and contempt for others. The ugly (powerful) leader continually seeks and requires the approval of his/her subordinates, but over time the ugly leader finds flaws with these same people because they don’t share the same level of power.

The ugly leader likes to blur the line between their successes and the organization’s successes. They often take credit for successes that aren’t their own. They rarely give credit to others. They sometimes use the word “we”, but they find it tedious and annoying to do so. They find fault with the successes of others since they weren’t involved. They are masters are creating spin (positive for them, negative for others).

Great leaders love people and use things. Ugly leaders love things and use people. Ugly leaders are bad listeners, are intellectually dishonest, and often use their power for corrupt or unethical purposes. They love to communicate using jargon and techno-babble. They are rarely personally accountable for failure and almost always responsible for success. They have few close personal relationships (that last) and are usually held in low regard throughout the organizations they represent. They are often smart, but small minded. They are rarely available, often invisible, and pathologically self-centered.

Ugly leaders are everywhere, and they behavior is a cancer that can kill an organization’s/team’s spirit.

Ugly leaders surround themselves with yes men/women. These “supporters” love to reinforce the ugly leader’s self-delusionary perceptions. They filter out bad news which causes the ugly leader to lose touch with reality. Ugly leaders require praise from their followers, but over time the ugly leader devalues the feedback because it comes from people that are inferior. Over time they come to love the praise, but have contempt for the praise giver.

Ugly leaders are blinded by power and usually don’t realize they are caught in the throws of ugliness. Their egos, unethical behavior, and delusions are easy to spot by everyone but themselves. They are pathetic, but often a curiosity.

Ugliness can be overcome, but it takes the ugly leader to conduct an honest self-appraisal and seek out the opinions of those leaders that are held in high regard. They then must take this feedback and act on it. This rarely happens because of ego.

Power by itself is not good, bad, or ugly, but ugly power almost always corrupts. Remember Lord Acton’s quote, “All power tends to corrupt and absolute power corrupts absolutely.

Quotes to Ponder

In this economy we need to think differently. Here are some quotes to ponder.

Our business needs a massive transfusion of talent, and talent, I believe, is most likely to be found among non-conformists, dissenters and rebels.”—David Ogilvy

"The best ideas come as jokes. Make your thinking as funny as possible.”—David Ogilvy

“The Bottleneck Is at the Top of the Bottle” - “Where are you likely to find people with the least diversity of experience, the largest investment in the past, and the greatest reverence for industry dogma: At the top!” — Gary Hamel/Harvard Business Review

“Diverse groups of problem solvers—groups of people with diverse tools—consistently outperformed groups of the best and the brightest. If I formed two groups, one random (and therefore diverse) and one consisting of the best individual performers, the first group almost always did better. … Diversity trumped ability.” —Scott Page, The Difference: How the Power of Diversity Creates Better Groups, Firms, Schools, and Societies Diversity

The short road to ruin is to emulate the methods of your adversary.” — Winston Churchill

“Beware of the tyranny of making Small Changes to Small Things. Rather, make Big Changes to Big Things.” —Roger Enrico, former Chairman, PepsiCo

Kevin Roberts’ Credo

1. Ready. Fire! Aim.

2. If it ain’t broke ... Break it!

3. Hire crazies.

4. Ask dumb questions.

5. Pursue failure.

6. Lead, follow ... or get out of the way!

7. Spread confusion.

8. Ditch your office.

9. Read odd stuff.

10. Avoid moderation!

Weekend Diversion - Is the "Depression" Over?

I like Jim Cramer, and he certainly is a smart guy.  But I wonder if we were/are in a depression?  If so, is it really over?