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