Tuesday, July 19, 2011
Good Habits
‘Your net worth to the world is usually determined by what remains after your bad habits are subtracted from your good ones.’ ~Benjamin Franklin
Monday, July 18, 2011
Organizations and Project Failure
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 project management experience. We know that training alone does not make a project manager. It takes years of experience to build project management competence. (KNOWLEDGE + EXPERIENCE = WISDOM)
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 really matter.
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 following the wrong process 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.
In closing, 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.
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 really matter.
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 following the wrong process 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.
In closing, 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.
Wednesday, July 06, 2011
Negotiating with Minimal Conflict
In the book "Field Guide to Project Management" by David I Cleland, there is a discussion on page 282 about "Conflict in Negotiations". As the book mentions, PMI (the Project Management Institute) outlines eight project management functions that can be a source of conflict.
To paraphrase from the book, the areas are:
Scope: what is to be done (results, products, services)
Quality: what measures, what steps to be taken
Cost: financial outcomes, savings, ROI
Time: deadlines, resources, when complete
Risk: what risks are accepted, avoided, deflected
Human Resources: what resources, what skills, availability, competency
Contract/Procurement: cost, requirements/specifications, when, how, what, where
Communications: when, how, to whom, contains what
There are several ways to approach handling conflict (see the Guide to the PMBOK), however the important point to keep in mind is we must confront the issue(s) and work with the individuals or groups to come to a win/win outcome.
Unresolved conflict can often lead to bitterness and resentment, which can linger and rise up later to sabotage your project.
To paraphrase from the book, the areas are:
Scope: what is to be done (results, products, services)
Quality: what measures, what steps to be taken
Cost: financial outcomes, savings, ROI
Time: deadlines, resources, when complete
Risk: what risks are accepted, avoided, deflected
Human Resources: what resources, what skills, availability, competency
Contract/Procurement: cost, requirements/specifications, when, how, what, where
Communications: when, how, to whom, contains what
There are several ways to approach handling conflict (see the Guide to the PMBOK), however the important point to keep in mind is we must confront the issue(s) and work with the individuals or groups to come to a win/win outcome.
Unresolved conflict can often lead to bitterness and resentment, which can linger and rise up later to sabotage your project.
Monday, June 27, 2011
Good List of YouTube Videos for Business and Project Management
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
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