I don't link to many external websites, but I like the list of YouTube videos Molly Cunningham has put together on her site.
Click here to check out her site
Click here to check out her site
Monday, June 27, 2011
Communication Tips
How are your project communications? How do others perceive you? How do you perceive yourself as a communicator? Let us review some rules of communication that will help us better manage our projects.
When making presentations know your:
OBJECTIVE – Goal, Purpose, Destination
LISTENER – Know facts about the group, the group expectations, the key people
APPROACH – Premise, Strategy, Theme, Pay-off for the Listener
When speaking with others one-on-one, use statements that show you are concerned about them. Remember the three “A”s when communicating.
APPRECIATING – Show appreciation for the other person’s problem or situation
Examples: “I appreciate you bringing this to my attention”
“Thank you for letting me know that”
ACKNOWLEDGING – This lets the other person know that you hear them
Example: "I can understand…I sorry to hear that..."
ASSURING – Lets the other person know that you will help
Example: “This will be taken care of…I will see to that personally.”
Some thoughts to ponder…
Project Managers that do not communicate effectively at the right times are destined to fail.
Poor communication skills have derailed many a career.
More than likely you will never be told that your communications skills are lacking.
Every project needs to have a written communication plan.
Acouple of books you might consider are: “The Four Agreements” and the “Seven Survival Skills for a Reengineered World”.
When making presentations know your:
OBJECTIVE – Goal, Purpose, Destination
LISTENER – Know facts about the group, the group expectations, the key people
APPROACH – Premise, Strategy, Theme, Pay-off for the Listener
When speaking with others one-on-one, use statements that show you are concerned about them. Remember the three “A”s when communicating.
APPRECIATING – Show appreciation for the other person’s problem or situation
Examples: “I appreciate you bringing this to my attention”
“Thank you for letting me know that”
ACKNOWLEDGING – This lets the other person know that you hear them
Example: "I can understand…I sorry to hear that..."
ASSURING – Lets the other person know that you will help
Example: “This will be taken care of…I will see to that personally.”
Some thoughts to ponder…
Project Managers that do not communicate effectively at the right times are destined to fail.
Poor communication skills have derailed many a career.
More than likely you will never be told that your communications skills are lacking.
Every project needs to have a written communication plan.
Acouple of books you might consider are: “The Four Agreements” and the “Seven Survival Skills for a Reengineered World”.
Tuesday, June 21, 2011
The Absent Executive
Ever had a project that begins with strong executive/senior management support and over time that support fades?
The symptoms of executive disintrest are:
Executives/senior management don't ask questions during status meetings or stop coming to the meetings
Executives/senior management lack a sense of urgency regarding "your" project
Executives/senior management become more confused and/or 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 and project sponsor'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.
The symptoms of executive disintrest are:
Executives/senior management don't ask questions during status meetings or stop coming to the meetings
Executives/senior management lack a sense of urgency regarding "your" project
Executives/senior management become more confused and/or 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 and project sponsor'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.
Monday, June 13, 2011
The Dozen Truths (for Project Managers)
More wisdom from Tom Peters. Check out his website for lots more.
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
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
Friday, June 03, 2011
Toxic People
Mark Goulston, MD writes:
A toxic person...
1. Interrupts.
2. Doesn’t take turns.
3. Takes advantage of people who are down.
4. Gloats in victory.
5. Is sullen in defeat.
6. Is not fair.
7. Lacks integrity.
8. Is the kind of person you’ll avoid if you possibly can.
Three good responses to nearly every type of toxic person...
"Huh?" This one word can stop a jerk in his tracks. Use a mild, neutral tone of voice. Do this when the toxic person says something utterly ridiculous but acts as if he is being perfectly reasonable. This response conveys that what the toxic person is saying doesn’t make sense. It works because it signals that you are not engaging with the content of what he said.
"Do you really believe what you just said?" Use a calm, straightforward tone, not a confrontational one. This question works because toxic people often resort to hyperbole to throw others off balance. They are prone to using the words "always" and "never" to drive home their points. However, don’t expect the toxic person to admit that he is wrong. He is more likely to walk away in a huff -- which is fine because then you won’t have to waste more energy dealing with him.
"I can see how this is good for you. Tell me how it’s good for me." This response is a useful way to deal with a toxic person’s demands. If he stalls or changes the subject, you can say, "Since it’s not clear how this is good for me, I’m going to have to say no."
Tuesday, May 31, 2011
Look to the Past
Have you heard the quote by George Santayana that states, "Those who cannot remember the past are condemned to repeat it". In project management, we need to remember that historical data from old projects is our best source of data when planning new projects. This data can help you to reduce negative risk and increases your odds for project success.
When planning new projects:
Review your companies past project files for information regarding past resource estimates, lessons learned, budget data, risks, assumptions, etc...
Conduct interviews with select project team members from past projects to understand what went right and what went wrong.
Interview customers and other project managers for lessons learned from their past projects.
Do searches on the Internet about similar projects to gather information which might assist in planning your project.
Most importantly, use risk management during the planning cycle to identify issues that could cost you later on.
Finally, do not fall victim to the project manager's curse of not learning from the past. Remember the old saying, "Those who cannot remember the past are condemned to repeat it"
When planning new projects:
Review your companies past project files for information regarding past resource estimates, lessons learned, budget data, risks, assumptions, etc...
Conduct interviews with select project team members from past projects to understand what went right and what went wrong.
Interview customers and other project managers for lessons learned from their past projects.
Do searches on the Internet about similar projects to gather information which might assist in planning your project.
Most importantly, use risk management during the planning cycle to identify issues that could cost you later on.
Finally, do not fall victim to the project manager's curse of not learning from the past. Remember the old saying, "Those who cannot remember the past are condemned to repeat it"
Wednesday, May 25, 2011
My Project Management Rules (revisited, reworked, repost)
Remove people from your team that don’t ask questions, don’t talk with other team members, won’t provide documentation, or won’t do analysis
Only people that aren’t competent won’t show off their work
Question authority or live with the result
A sense of humor can help get teams through tough times
A working meeting should have no more than five people. Meetings with more than five should be reserved for providing updates or relaying information
Project failure is planned at the beginning of the project
Project initiation is the most important project phase
Be honest in all your dealings
Project managers are expected to offer their opinions, but be accountable for their words
When it comes to project scope, what is not in writing has not been said
Have verifiable milestones
End of project surveys must be completed and the results distributed to the team
Bad conclusions lead to more bad conclusions
Documented assumptions are believed to be true for planning purposes
The best lessons learned come from failures
Without data you only have an opinion
Data doesn’t tell the whole story
Bad data leads to bad decisions
Senior management is usually clueless when it comes to what your project is all about
A bad project team will never deliver good project results
If your project sponsor isn’t responsive you should put your project on-hold until such time they can become involved
The bottleneck is at the top of the bottle
A project manager’s main job is to keep the customer happy
At the end of a project if you have met all scope, quality, budget, and schedule objectives, but the customer isn’t satisfied your project is a failure
Documentation doesn’t replace knowledge
Most people want to do good work. Many times they don’t have the tools or information they need to perform well, or they aren’t managed properly
Project managers aren’t successful if their team members aren’t successful
Not all successful project managers are competent and not all unsuccessful project managers are incompetent. Sometimes you just have to be lucky
Good project managers are insecure by nature
An introvert can’t be a (successful) project manager
A project manager with lots of enemies won’t be able to be successful over the long run
You must be a relationship guru and be ready to fall on the sword sometimes
A project manager must be a motivator
If you don’t listen, you can’t plan
Project managers deal with change. You must be the change agent for your project. Your project sponsor is the change salesman
Only people that aren’t competent won’t show off their work
Question authority or live with the result
A sense of humor can help get teams through tough times
A working meeting should have no more than five people. Meetings with more than five should be reserved for providing updates or relaying information
Project failure is planned at the beginning of the project
Project initiation is the most important project phase
Be honest in all your dealings
Project managers are expected to offer their opinions, but be accountable for their words
When it comes to project scope, what is not in writing has not been said
Have verifiable milestones
End of project surveys must be completed and the results distributed to the team
Bad conclusions lead to more bad conclusions
Documented assumptions are believed to be true for planning purposes
The best lessons learned come from failures
Without data you only have an opinion
Data doesn’t tell the whole story
Bad data leads to bad decisions
Senior management is usually clueless when it comes to what your project is all about
A bad project team will never deliver good project results
If your project sponsor isn’t responsive you should put your project on-hold until such time they can become involved
The bottleneck is at the top of the bottle
A project manager’s main job is to keep the customer happy
At the end of a project if you have met all scope, quality, budget, and schedule objectives, but the customer isn’t satisfied your project is a failure
Documentation doesn’t replace knowledge
Most people want to do good work. Many times they don’t have the tools or information they need to perform well, or they aren’t managed properly
Project managers aren’t successful if their team members aren’t successful
Not all successful project managers are competent and not all unsuccessful project managers are incompetent. Sometimes you just have to be lucky
Good project managers are insecure by nature
An introvert can’t be a (successful) project manager
A project manager with lots of enemies won’t be able to be successful over the long run
You must be a relationship guru and be ready to fall on the sword sometimes
A project manager must be a motivator
If you don’t listen, you can’t plan
Project managers deal with change. You must be the change agent for your project. Your project sponsor is the change salesman
Another Wisdom Equation
In project management (sometimes in life)...
Knowledge + Experience + Meaningful Relationships + Passion + Integrity = Wisdom
...should also equal Success!
Knowledge + Experience + Meaningful Relationships + Passion + Integrity = Wisdom
...should also equal Success!
Tuesday, May 24, 2011
Rewards and Punishment
The quotes below are from Tom Peters. They are relevant, important and meaninful to all project managers. Check out his website for lots of free content, and for information about ordering his books.
In any public-sector business, you must become an avid student of "the politics," the incentives and constraints, mostly non-economic, facing all of the players. Politicians are usually incredibly logical if you (deeply!) understand the matrix in which they exist.
Risk Assessment & Risk Management is more about stories than advanced math i.e., brilliant scenario construction.
Don't waste your time on jerks, it'll rarely work out in the mid to long-term.
Under promise (i.e., don't over-promise; i.e., cut yourself a little slack) even if it costs you business; winning is a long-term affair. Over-promising is Sign #1 of a lack of integrity. You will pay the piper.
There is such a thing as a "good loss", if you have tested something new and developed good relationships. A half-dozen honorable, ingenious losses over a two-year period can pave the way for a Big Victory in a New Space in year 3.
Keep it simple! (Damn it!) No matter how "sophisticated" the product. If you can't explain it in a phrase, a page, or to your 14-year-old ... you haven't got it right yet.
Don't hold grudges. (It is the ultimate in small mindedness, and incredibly wasteful and ineffective. There is always tomorrow.)
Little People often have Big Friends!
Work hard beats work smart. (Mostly)
Phones beat email
Obsess on ROIR (Return On Investment In Relationships).
Scoring off other people is stupid. Winners are always in the business of creating the maximum # of winners among adversaries at least as much as among partners.
Your colleagues' successes are your successes. Period.
Lend a helping hand, especially when you don't have the time.
Don't get too hung up on "systems integration", first & foremost, the individual bits have got to work.
For Gods sake don't over promise on systems integration it's nigh on impossible to deliver.
It's Relationships, Stupid; Deep and from multiple functions.
Don't over-schedule. Running late is inexcusable at any level of seniority; it is the ultimate mark of self-importance mixed with contempt.
"Preparing the soil" is the first 98 percent. (Or more.)
Be kind. It works.
Opportunism (with a little forethought) mostly wins.
Reward excellent failures. Punish mediocre successes.
Integrity. Credibility. Humanity. Grace.
Strategic planning is the last refuge of scoundrels
Focus groups are counter-productive
All information making it to the top is filtered to the point of danger and hilarity
Success stories are the illusions of egomaniacs (and "gurus")
If you believe the "cause & effect" memoirs of CEOs, you should be institutionalized
Top teams" are "Dittoheads"
"Expert" prediction is rarely better than rolling the dice
Statistically, CEOs have little effect on performance
Success kills
Saturday, May 14, 2011
All Projects Are Unique
All Projects are unique. Because they are unique, the risks are often great and failure to deliver "on time" is always an option. Minimize the risks by informing your sponsor that until you are finished with your initial project planning activities you may not be able to provide realistic budget and time estimates. Once you have completed your initial project planning activities, (project planning is continuous) provide your sponsor with an estimated budget and time range, and remind him or her that as planning progresses these ranges may be adjusted to closer reflect reality.
Doubt and the Door
"Doubt comes in at the window when inquiry is denied at the door.". Benjamin Jowett
What are you denying?
What are you denying?
Thursday, May 05, 2011
Estimating Laws
Found over at the very good Project Connections website
1. Everything takes longer than you think (sometimes a lot longer)
2. Thinking about everything takes longer than you think
3. Project Managing and leading a project team is a FULL TIME job, and then some
4. Software Engineers are always optimistic (generally REALLY optimistic)
5. Schedules are (almost) always wrong
6. If you under-estimated an early task when you wrote the WBS (schedule), you probably under-estimated middle and later tasks. Revisit the later phases of the schedule as early as possible when you discover early phase schedule (estimate) errors
7. Business types (upper management) REALLY do use your estimates for planning. For example, head count, money, customer deliverables, shipping dates, ordering materials, scheduling manufacturing lines, advertising timing, etc. Be able to express your level of confidence on various estimates when you provide them to others
8. Initially, a good schedule estimate is 80% confidence for near term deliverables, 60-80% for long-term deliverables. Revisit the schedule and revise your estimates after the Initiation Phase (Kickoff) and again after the Design Phase to improve on these early confidence levels
9. Don’t let yourself be bullied into committing to something you cannot achieve
10. Don’t bully someone else into committing to something they cannot achieve
11. Notify “Need To Know” people AS SOON AS POSSIBLE if there is a significant problem or potential problem in meeting the schedule. Remember that there was a certain degree of optimism in the schedule originally. Note: It's an art to not over-do this
12. Let team members know that you, the project manager, expect early notification of schedule problems as a courtesy. You decide on the severity or risk of the problem and its impact to the schedule, what actions to take, and what contingencies are appropriate
13. Most people’s estimating skills improve with experience; some don’t
14. Learn your own estimating flaws and compensate for them. Then learn the flaws in your new estimations and compensate for them. Repeat continuously while employed as a project manager
15. Learn others' estimating flaws and learn to compensate for them. Mentor them on improving their flaws and then compensate for their improvements. Repeat continuously while they are on your project team
16. In some environments, some people are hedging their estimates, some people are expecting them to hedge the estimates and some people are doing neither. It’s an interesting problem to get all of them to stop this behavior and have people give honest, best-effort estimates. Laws 14 and 15 are useful for dealing with this variability while you are working to get your team members to be more honest with you. Laws 13-16 are part of the "people aspects" of the project management job - like it or not, we have to deal with these "real world effects" on the projects we manage
17. Be wary of anyone who wants 100% confidence in an estimate. 90% confidence is an exceptional human achievement for any complex task, even with extremely good data
18. Look up the word “estimate” in the dictionary. You may find it useful in a meeting
Tuesday, April 26, 2011
Projects as Art
"A great piece of art is composed not just of what is in the final piece, but equally important, what is not. It is the discipline to discard what does not fit - to cut out what might have already cost days or even years of effort that distiguishes the truly exceptional artist and marks the ideal piece of work, be it a symphony, a novel, a painting, a company or, most important of all, a life"
Author Unknown
Monday, April 18, 2011
Awesome Life Tips
Various Quotes by By Bruce Lee
“Knowing is not enough, we must apply. Willing is not enough, we must do.”
“Absorb what is useful, Discard what is not, Add what is uniquely your own.”
“Simplicity is the key to brilliance.”
“Using no way as way, using no limitation as limitation.”
“Take no thought of who is right or wrong or who is better than. Be not for or against.”
“Real living is living for others.”
“If you love life, don’t waste time, for time is what life is made up of.”
“Notice that the stiffest tree is most easily cracked, while the bamboo or willow survives by bending with the wind.”
“A goal is not always meant to be reached, it often serves simply as something to aim at.”
“A quick temper will make a fool of you soon enough.”
“All fixed set patterns are incapable of adaptability or pliability. The truth is outside of all fixed patterns.”
“As you think, so shall you become.”
“If you spend too much time thinking about a thing, you’ll never get it done.”
“I’m not in this world to live up to your expectations and you’re not in this world to live up to mine.”
“To hell with circumstances; I create opportunities.”
“Always be yourself, express yourself, have faith in yourself, do not go out and look for a successful personality and duplicate it.”
“Knowledge will give you power, but character respect”
“Obey the principles without being bound by them.”
“Showing off is the fool’s idea of glory.”
“You just wait. I’m going to be the biggest Chinese Star in the world.”
Wednesday, April 13, 2011
Monday, April 11, 2011
Good Listening Tips
Stop Talking!
Put the talker at ease
Show him/her that you want to listen
Remove distractions from your behavior
Empathize
Be patient
Hold your temper
Try not to argue or criticize. Don't evaluate, just listen
Ask questions
Summarize occasionally to confirm understanding
Put the talker at ease
Show him/her that you want to listen
Remove distractions from your behavior
Empathize
Be patient
Hold your temper
Try not to argue or criticize. Don't evaluate, just listen
Ask questions
Summarize occasionally to confirm understanding
Wednesday, March 30, 2011
Manage Expectations to Succeed
In the project management world there are many differing opinions regarding how to successfully manage a project. One of the most important things project managers must do is to manage the expectations and relationships with our stakeholders.
Some things to keep in mind to help us manage our relationships better are:
Some things to keep in mind to help us manage our relationships better are:
- Take the time to assess the culture (Is it supportive, what is the balance of power, what are the stakeholder attitudes)
- Identify and formally document the goals of the stakeholders and sponsor (Are the goals realistic, attainable, communicated)
- Assess our own capabilities and limitations (Are you politically savvy, respected, a good negotiator)
- Define the problem(s) the project will be solving (Define objectives, risks, relationships)
- Develop solutions (Create action plan, determine the right solution for the right time)
- Test and refine the solutions (New learnings must be incorporated, replan, retool, rethink)
- Develop communication plans to ensure expectations are managed
Wednesday, March 23, 2011
Successful Project Managers Have...
Have recognized leadership traits
Be a great communicator
Have a sense of humor (often)
Have integrity
Be driven to succeed
Have great project management skills
Be disciplined
Be able to think strategically
Be a good listener (active listening)
Be compassionate
Make good decisions
How does a new project manager obtain and hone these skills? My quick answer is a blend of education, experience, on-the-job training, mentoring, and a continuous feedback loop. 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. Good PMs don’t just plan and delegate, they get involved and become part of the team.
Tuesday, March 15, 2011
Wisdom and Projects
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 avoid problems is to follow a Project Management Methodology (PMM). A PMM is a set of agreed-upon processes that assists project managers and teams to deliver predictable project outcomes.
To create a customized PMM for your organization you need to define all applicable 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 need to develop a training program to introduce and educate your organization about the new PMM.
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 companies that can assist you and your organization.
To create a customized PMM for your organization you need to define all applicable 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 need to develop a training program to introduce and educate your organization about the new PMM.
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 companies that can assist you and your organization.
Saturday, March 05, 2011
Organizational Best Practices for Project Management
A good reference book about Project Management is “The Portable MBA in Project Management by Eric Verzuh”. In the book Eric sites a major study that was conducted around what Project Management Best Practices look like in a typical large organization. Perhaps we can learn a few things by looking at the results.
Formal (agreed-upon) Project Management Structure
Companies that successfully implement and use project management have a formal structure in place. These organizations have repeatable project management processes, and executives of the company are engaged and accountable for the success of project management and the project’s that they sponsor.
A Repeat Project Management Process
Repeatable processes that are aligned to PMBOK (Project Management Body of Knowledge) Guide’s Nine Knowledge areas have been shown to increase the probability of project success.
Alignment of Projects to the Organizations Strategy
Projects that aren’t aligned will probably not be given a high priority (or proper support) within the organization. Projects that are aligned will have an executive sponsor that is engaged and measured against the project’s success.
Use of Tools
Project Managers need tools to do their job just like any other profession. The tools can be project management software, templates, and other items. The tools need to be closely aligned around the organization’s project management processes.
Experienced Project Managers
This was found to be the single most important success factor in the companies studied. The skills that successful project managers exhibit were:
Experience in Project Management
Ability to see the big picture
Excellent communications skills (verbal and written)
Willingness to do what it takes
Leadership and organizational skills
Problem solving skills
Collaborative and cooperative
Positive Attitude
The book is a great Project Management reference, is well written, and contains a wealth of information that will help you to be a better project manager.
Formal (agreed-upon) Project Management Structure
Companies that successfully implement and use project management have a formal structure in place. These organizations have repeatable project management processes, and executives of the company are engaged and accountable for the success of project management and the project’s that they sponsor.
A Repeat Project Management Process
Repeatable processes that are aligned to PMBOK (Project Management Body of Knowledge) Guide’s Nine Knowledge areas have been shown to increase the probability of project success.
Alignment of Projects to the Organizations Strategy
Projects that aren’t aligned will probably not be given a high priority (or proper support) within the organization. Projects that are aligned will have an executive sponsor that is engaged and measured against the project’s success.
Use of Tools
Project Managers need tools to do their job just like any other profession. The tools can be project management software, templates, and other items. The tools need to be closely aligned around the organization’s project management processes.
Experienced Project Managers
This was found to be the single most important success factor in the companies studied. The skills that successful project managers exhibit were:
Experience in Project Management
Ability to see the big picture
Excellent communications skills (verbal and written)
Willingness to do what it takes
Leadership and organizational skills
Problem solving skills
Collaborative and cooperative
Positive Attitude
The book is a great Project Management reference, is well written, and contains a wealth of information that will help you to be a better project manager.