A Girl's Guide to Project Management....Awesome!
Wednesday, May 23, 2012
Tuesday, May 22, 2012
Project Management Habits
(Exerpts from Habit 1: Be Proactive, in The 7 Habits of Highly Effective People, by Stephen R. Covey)
Dr. Stephen Covey's book, the 7 Habits of Highly Effective People is a must read for anyone seeking to be highly effective. One of the concepts Dr. Covey talks about in his books is the "Circle of Concern" and the "Circle of Influence". The basic concept is that we need to focus our time and energy on the important things that we can control. Inside the Circle of Concern there is a smaller circle in the middle called the Circle of Influence. We should spend most of our time and efforts focused on the things in this Circle of Influence.
As Dr. Covey states "proactive people focus their efforts in the Circle of Influence". "They work on the things they can do something about. The nature of their energy is positive, enlarging and magnifying, causing their Circle of Influence to increase." "Reactive people on the other hand, focus their efforts in the "Circle of Concern. They focus on the weakness of other people, the problems in the environment, and circumstances over which they have no control. Their focus results in blaming and accusing attitudes, reactive language, and increased feelings of victimization. The negative energy generated by that focus, combined with neglect in areas they could do something about, causes their Circle of Influence to shrink."
Key point – Focus on important things that you can control. Work to enlarge your Circle of Influence and you will automatically reduce the Circle of Concerns area.
Dr. Covey goes on to say:
One way to notice where our energy and focus is located is to distinguish between the have's and the be's.
The Circle of Concern is filled with the have's:
• 'I'll be happy when I have my house paid off.'
• 'If only I had a more patient spouse...'
• 'If only I had better employees/co-workers...'
• 'If only I had a boss who wasn't so demanding...'
The Circle of Influence is filled with the be's:
• 'I can be more patient...'
• 'I can be a better employee...'
• 'I can be more wise...'
It's a character focus. Any time we think the problem is 'out there,' that thought is the problem. We empower what's out there to control us. The change paradigm is 'outside-in'--what's out there has to change before we can change.
The proactive approach is to change from the inside-out; to be different, and by being different to effect positive change in what's out there--I can be more resourceful, I can be more diligent, I can be a better listener, I can be a better leader.
You can support this blog and purchase the book by clicking the link below:
Dr. Stephen Covey's book, the 7 Habits of Highly Effective People is a must read for anyone seeking to be highly effective. One of the concepts Dr. Covey talks about in his books is the "Circle of Concern" and the "Circle of Influence". The basic concept is that we need to focus our time and energy on the important things that we can control. Inside the Circle of Concern there is a smaller circle in the middle called the Circle of Influence. We should spend most of our time and efforts focused on the things in this Circle of Influence.
As Dr. Covey states "proactive people focus their efforts in the Circle of Influence". "They work on the things they can do something about. The nature of their energy is positive, enlarging and magnifying, causing their Circle of Influence to increase." "Reactive people on the other hand, focus their efforts in the "Circle of Concern. They focus on the weakness of other people, the problems in the environment, and circumstances over which they have no control. Their focus results in blaming and accusing attitudes, reactive language, and increased feelings of victimization. The negative energy generated by that focus, combined with neglect in areas they could do something about, causes their Circle of Influence to shrink."
Key point – Focus on important things that you can control. Work to enlarge your Circle of Influence and you will automatically reduce the Circle of Concerns area.
Dr. Covey goes on to say:
One way to notice where our energy and focus is located is to distinguish between the have's and the be's.
The Circle of Concern is filled with the have's:
• 'I'll be happy when I have my house paid off.'
• 'If only I had a more patient spouse...'
• 'If only I had better employees/co-workers...'
• 'If only I had a boss who wasn't so demanding...'
The Circle of Influence is filled with the be's:
• 'I can be more patient...'
• 'I can be a better employee...'
• 'I can be more wise...'
It's a character focus. Any time we think the problem is 'out there,' that thought is the problem. We empower what's out there to control us. The change paradigm is 'outside-in'--what's out there has to change before we can change.
The proactive approach is to change from the inside-out; to be different, and by being different to effect positive change in what's out there--I can be more resourceful, I can be more diligent, I can be a better listener, I can be a better leader.
You can support this blog and purchase the book by clicking the link below:
Monday, May 14, 2012
Project Knowledge Capture
Knowledge Capture can be painful!
Organizations have a lot of knowledge. This knowledge is critical to the organization’s success and is housed in many places. Knowledge transfer among employees is always a challenge, and most organizations do not have processes in place to ensure that timely knowledge transfer takes place.
An organization’s culture can inhibit effective knowledge transfer. Ineffective knowledge transfer can cause knowledge to be lost or be unclear when and if it is transferred.
Some ways to overcome ineffective knowledge transfer are:
- Ensure meeting minutes are captured for important project meetings
- Create an environment that is conducive to collaboration
- Set performance objectives around formal and informal knowledge transfer mechanisms
- Establish regular knowledge transfer procedure reviews (meetings, documents, reports, etc)
- Hire people that are flexible and open to good knowledge transfer practices
- Conduct brainstorming sessions around effective knowledge capture and retention methods
- Reward collaborative efforts
- Use failures as a way to create new knowledge
A common language is important for effective knowledge transfer to take place. Glossaries, scope statements, project objectives and project assumptions will help you to begin the process of knowledge transfer in the early stages of your project.
Wednesday, May 02, 2012
Project Critics are Everywhere
Tom Peters a highly regarded speaker and writer said it best in his book The Project 50, “as project managers we should not try to convert our project enemies by overcoming their objections” and I would add through appeasement. Tom states “we should set out to surround and marginalize them; additionally, the most effective change agents ignore the barbs and darts, their time is spent on allies and likely allies”.
It seems to be in our nature to take on those that oppose us, particularly if they have been attacking us behind our backs. This taking on of the opposition is a waste of valuable project time and detracts the project manager from the task at hand. All projects will have detractors, whiners, and complainers. Don’t waste your time trying to convince them of the error of their ways. Let your project’s results answer your critics!
As project managers we need to spend our time working with our advocates and supporters, not answering our critics. If you say you don’t have critics on your project than I say you probably aren’t a very good project manager. The project manager that has friends everywhere on his projects is usually trying to satisfy everyone, and many times at the end of their project – if it ever ends – there will be low overall satisfaction due to all of the tradeoffs that were made between all of the competing interests.
When you push people, strive for excellence, set deadlines, push for quality, hold individuals accountable, and are firm on agreed upon commitments you are going to ruffle some feathers. Get over it, and realize no matter what you do on your project there will always be detractors. Don’t let the detractors sway you from implementing your project on time, on budget, and within requirements.
It seems to be in our nature to take on those that oppose us, particularly if they have been attacking us behind our backs. This taking on of the opposition is a waste of valuable project time and detracts the project manager from the task at hand. All projects will have detractors, whiners, and complainers. Don’t waste your time trying to convince them of the error of their ways. Let your project’s results answer your critics!
As project managers we need to spend our time working with our advocates and supporters, not answering our critics. If you say you don’t have critics on your project than I say you probably aren’t a very good project manager. The project manager that has friends everywhere on his projects is usually trying to satisfy everyone, and many times at the end of their project – if it ever ends – there will be low overall satisfaction due to all of the tradeoffs that were made between all of the competing interests.
When you push people, strive for excellence, set deadlines, push for quality, hold individuals accountable, and are firm on agreed upon commitments you are going to ruffle some feathers. Get over it, and realize no matter what you do on your project there will always be detractors. Don’t let the detractors sway you from implementing your project on time, on budget, and within requirements.
Monday, April 30, 2012
Does Your Project Have Value?
Are you working on a project that has diminished in value? Does your project seem like it would have been a good idea if it was implemented two years ago, two years from now? If you are questioning the value of your project think about these things.
What would happen in your company if the project were cancelled?
Does the project link to your organizations strategic goals and/or objectives?
Does the project have visible support from senior management?
Does the project generate excitement?
Is your organization going to gain efficiencies or be more competitive as a result of successfully completing the project?
Is there lots of negative "buzz" about the project?
I'm sure there are lots of other questions that could be asked when it comes to questioning the value of projects. We need to keep in mind that all projects eventually end. Some end when they are completed successfully, and others are terminated early for a variety of reasons.
The important thing to keep in mind is that you must continually communicate across, up, and down the organization to find out what others are thinking about your project.
If the project manager is the only person in the organization that thinks his or her project has value, then the project manager isn't really thinking.
Does your project still have value? A tough question for certain projects, but one that must be answered on a regular basis.
What would happen in your company if the project were cancelled?
Does the project link to your organizations strategic goals and/or objectives?
Does the project have visible support from senior management?
Does the project generate excitement?
Is your organization going to gain efficiencies or be more competitive as a result of successfully completing the project?
Is there lots of negative "buzz" about the project?
I'm sure there are lots of other questions that could be asked when it comes to questioning the value of projects. We need to keep in mind that all projects eventually end. Some end when they are completed successfully, and others are terminated early for a variety of reasons.
The important thing to keep in mind is that you must continually communicate across, up, and down the organization to find out what others are thinking about your project.
If the project manager is the only person in the organization that thinks his or her project has value, then the project manager isn't really thinking.
Does your project still have value? A tough question for certain projects, but one that must be answered on a regular basis.
Monday, April 23, 2012
Project Management - Communicating Change
Think about these questions prior to communicating change to your organization, project team, or stakeholders.
1. Why are we changing things?
Be prepared to address the value of the change to the people impacted by the change
2. What is required for those impacted by the change to do? What needs to be done first, second, etc.?
Outline the steps required to implement the change
3. How will we measure the results of the change? What are the potential impacts?
Prepare ahead of time to address how the team will know if they are successful.
4. Once change is implemented what tools or processes will need to be changed, added, deleted?
What will be impacted and how might these changes be received?
5. What is the benefit of the change (What's in it for me?)
What is the benefit, what is the downside (if any)? Be honest and let the team know if behavior change is expected
1. Why are we changing things?
Be prepared to address the value of the change to the people impacted by the change
2. What is required for those impacted by the change to do? What needs to be done first, second, etc.?
Outline the steps required to implement the change
3. How will we measure the results of the change? What are the potential impacts?
Prepare ahead of time to address how the team will know if they are successful.
4. Once change is implemented what tools or processes will need to be changed, added, deleted?
What will be impacted and how might these changes be received?
5. What is the benefit of the change (What's in it for me?)
What is the benefit, what is the downside (if any)? Be honest and let the team know if behavior change is expected
Tuesday, April 17, 2012
Assumptions vs. Facts
Dr. Lewis Ireland wrote the excellent article below in 2003 talking about the differences between Assumptions and Facts.
Introduction
The difference between an assumption and a fact is often subtle and confusing. Some organizations, and individuals, view assumptions and facts in the same light. This approach causes confusion in managing both the assumptions and facts as well as communicating accurately the situation during planning and execution of projects.
The American Heritage Dictionary defines both words in the context of planning as:
• Assumption – a statement accepted or supposed as true without proof or demonstration.
• Fact – something presented as objectively real or something that has been objectively verified.
Planning a project using the wrong term can convey a different meaning to fact or assumption with catastrophic results. Facts do not change whereas assumptions are typically about a future state that may or may not come true. Listing both facts and assumptions as assumptions can also cause confusion because the project manager does not know which assumptions to track to ensure they are converted to facts.
read the rest of the article by clicking here
Introduction
The difference between an assumption and a fact is often subtle and confusing. Some organizations, and individuals, view assumptions and facts in the same light. This approach causes confusion in managing both the assumptions and facts as well as communicating accurately the situation during planning and execution of projects.
The American Heritage Dictionary defines both words in the context of planning as:
• Assumption – a statement accepted or supposed as true without proof or demonstration.
• Fact – something presented as objectively real or something that has been objectively verified.
Planning a project using the wrong term can convey a different meaning to fact or assumption with catastrophic results. Facts do not change whereas assumptions are typically about a future state that may or may not come true. Listing both facts and assumptions as assumptions can also cause confusion because the project manager does not know which assumptions to track to ensure they are converted to facts.
read the rest of the article by clicking here
Thursday, April 12, 2012
Quote for the Day
You've got to have an atmosphere where people can make mistakes. If we're not making mistakes, we're not going anywhere. - Gordon Forward
Monday, April 09, 2012
Where are your Process Maps?
Well crafted business process maps should be designed to make work flow visible, understandable, and measurable. An important consideration when mapping your business processes is to view them through the eyes of your customers.
Here are some areas to consider when you are mapping business processes:
Identify Your Organization's/Project's Business Processes
What are the processes in your organization that your project will impact?
What new processes will be created once your project is implemented?
What are the key trigger points of your processes?
Gather required information
Who are the process owners?
What are the processes you've identified trying to accomplish?
What is the level of quality required? Risk?
What are the control points?
Documenting the Processes
What are all the steps of the processes?
What are the objectives of the processes?
What are the inputs and outputs?
What tools or techniques are applied in each process step?
Where does the process begin and end?
Who owns the process?
Who monitors the process?
How we will know it is working?
Analysis (post mapping)
Is the process efficient?
Does it make sense?
What steps are unnecessary?
Is the process in line with departmental or enterprise objectives?
Are there too many approvals or too much rework?
Are there too many delays or bottlenecks?
Is the process efficient? How do you know?
What measures will be put in place to ensure the process is as efficient as possible?
There are many opportunities for problems to occur when mapping processes, but getting started will help your organization become more effective. Once you become good at mapping your business processes everyone in your organization will begin to understand their role in the organization, what the organization it trying to accomplish, and feel like they are part of the effort to help drive improvements and efficiencies.
There are plenty of books on the subject to help your get started. Click the link below for books that can help - Process Mapping Books
Saturday, April 07, 2012
Monday, April 02, 2012
The Project Sponsor
A project sponsor's role is to help make project decisions (formal authority), and additionally, he or she is ultimately responsible for the project's success. The sponsor comes from the executive or senior management ranks (depending on the size of the project) and should be influential, a respected politician, and have a track record for getting things done.
The sponsors authority and stature should be such that they are independent as much as possible of the project's goals and objectives so they can cut through the political landscape to get critical project decisions made.
Sponsors don't just support projects; they support the project manager and project team. They are the project champion and won't allow others to sabotage the project manager, the project team, or the project's goals. They have authority that comes from their title and position within the organization. In order for sponsors to be effective they must have organizational respect, proven leadership qualities, and be honest in their dealings. They aren't political sharks and they are adept at rallying the troops (project team and stakeholders), presenting a clear message, and are supportive of the project manager.
Ideal Sponsor Responsibilities
Writes the Project Charter
Help to define project team roles and responsibilities
Acts as an advisor to the project manager
Removes obstacles
Has control of project funding
Reviews and Approves any Statements of Work/Contracts and Planning Documents
Bad Sponsor Characteristics
Always too busy to meet with the project manager and project team
Doesn't have time to write a project charter
Won't get involved in assigning project roles and responsibilities
Doesn't have time to approve documents, or delegates all sponsor responsibility to others.
Blames others when things go wrong, and/or won't work to resolve project issues
Always takes credit for any project success
Is surprised when the project's deliverables aren't what they expected
A bad sponsor is a project manager's worst nightmare. Avoid them at all costs if possible.
The sponsors authority and stature should be such that they are independent as much as possible of the project's goals and objectives so they can cut through the political landscape to get critical project decisions made.
Sponsors don't just support projects; they support the project manager and project team. They are the project champion and won't allow others to sabotage the project manager, the project team, or the project's goals. They have authority that comes from their title and position within the organization. In order for sponsors to be effective they must have organizational respect, proven leadership qualities, and be honest in their dealings. They aren't political sharks and they are adept at rallying the troops (project team and stakeholders), presenting a clear message, and are supportive of the project manager.
Ideal Sponsor Responsibilities
Writes the Project Charter
Help to define project team roles and responsibilities
Acts as an advisor to the project manager
Removes obstacles
Has control of project funding
Reviews and Approves any Statements of Work/Contracts and Planning Documents
Bad Sponsor Characteristics
Always too busy to meet with the project manager and project team
Doesn't have time to write a project charter
Won't get involved in assigning project roles and responsibilities
Doesn't have time to approve documents, or delegates all sponsor responsibility to others.
Blames others when things go wrong, and/or won't work to resolve project issues
Always takes credit for any project success
Is surprised when the project's deliverables aren't what they expected
A bad sponsor is a project manager's worst nightmare. Avoid them at all costs if possible.
Monday, March 26, 2012
Project Role Definition and Responsibilities
What are your thoughts? Do these roles exist in your organization? Do you agree with the definitions?
Executive Steering Committee - Sets the strategic vision and objectives for a given program or project. The team leads efforts to build consensus through the organization to support the project or program’s objectives.
Governance Board - Formal team of executives from across the organization that ensure projects will meet/are meeting enterprise goals.
Project Sponsor - Provides clarity of the project vision, and directs the activities of the project team. Allocates funding and resources to the project. Provides executive authority necessary to overcome organizational obstacles and barriers. The guardian of the business case, and ultimately responsible for project success.
Performing Organization - The organization whose personnel are most directly involved in doing the work of the project. This organization usually provides sponsorship for the project.
Project Management Office - An organizational body or entity assigned various responsibilities related to the centralized and coordinated management of those programs/projects under its domain.
Project Stakeholders - Persons or organizations (customers, sponsors, performers, public) that are actively involved in the project or whose interests may be positively or negatively impacted by executing or implementation of the project.
Program Manager - Person responsible for the centralized, coordinated management of a program (group of related projects) to achieve the program’s strategic objectives and benefits.
Project Manager - The person assigned by the performing organization to achieve the project objectives. The project manager is responsible for coordinating and integrating activities across multiple functional lines, and managing stakeholder communications. The project manager accomplishes the above by managing project scope, time, cost, and quality. Finally, the project manager applies project management, general management and technical skills, as well as team management, negotiation, financial and business acumen, combined with an understanding of organizational politics to meet project objectives and to meet or exceed stakeholder expectations.
Project Team - All the project team members, including the project management team, the project manager, and for some projects, the project sponsor.
Functional Manager - In regards to projects, the person responsible for ensuring agreed-upon project tasks are completed using pre-defined resources under the functional manager’s control within scope, time, budget and quality constraints.
Project Team Leader - Responsible for ensuring that agreed-upon project tasks and assignments are completed on time, on budget, and within quality standards for personnel under their realm of control or influence. The team leader should be knowledgeable of the principles and practices of project management and understand the business unit’s strategic and operational issues.
Technical Manager/Liaison - Responsible for the technical implementation of the project as measured against the project requirements, quality targets, and budgetary constraints, and timelines. Ensures technical deliverables are consistent with the overall technical strategy of the enterprise.
Business Analyst - Primary interface between projects and business partners. Responsible for understanding current and future processes, including processes for the entire enterprise. Documents business requirements, generate business cases, assists in defining project benefits/ costs, and participates in project reviews
Executive Steering Committee - Sets the strategic vision and objectives for a given program or project. The team leads efforts to build consensus through the organization to support the project or program’s objectives.
Governance Board - Formal team of executives from across the organization that ensure projects will meet/are meeting enterprise goals.
Project Sponsor - Provides clarity of the project vision, and directs the activities of the project team. Allocates funding and resources to the project. Provides executive authority necessary to overcome organizational obstacles and barriers. The guardian of the business case, and ultimately responsible for project success.
Performing Organization - The organization whose personnel are most directly involved in doing the work of the project. This organization usually provides sponsorship for the project.
Project Management Office - An organizational body or entity assigned various responsibilities related to the centralized and coordinated management of those programs/projects under its domain.
Project Stakeholders - Persons or organizations (customers, sponsors, performers, public) that are actively involved in the project or whose interests may be positively or negatively impacted by executing or implementation of the project.
Program Manager - Person responsible for the centralized, coordinated management of a program (group of related projects) to achieve the program’s strategic objectives and benefits.
Project Manager - The person assigned by the performing organization to achieve the project objectives. The project manager is responsible for coordinating and integrating activities across multiple functional lines, and managing stakeholder communications. The project manager accomplishes the above by managing project scope, time, cost, and quality. Finally, the project manager applies project management, general management and technical skills, as well as team management, negotiation, financial and business acumen, combined with an understanding of organizational politics to meet project objectives and to meet or exceed stakeholder expectations.
Project Team - All the project team members, including the project management team, the project manager, and for some projects, the project sponsor.
Functional Manager - In regards to projects, the person responsible for ensuring agreed-upon project tasks are completed using pre-defined resources under the functional manager’s control within scope, time, budget and quality constraints.
Project Team Leader - Responsible for ensuring that agreed-upon project tasks and assignments are completed on time, on budget, and within quality standards for personnel under their realm of control or influence. The team leader should be knowledgeable of the principles and practices of project management and understand the business unit’s strategic and operational issues.
Technical Manager/Liaison - Responsible for the technical implementation of the project as measured against the project requirements, quality targets, and budgetary constraints, and timelines. Ensures technical deliverables are consistent with the overall technical strategy of the enterprise.
Business Analyst - Primary interface between projects and business partners. Responsible for understanding current and future processes, including processes for the entire enterprise. Documents business requirements, generate business cases, assists in defining project benefits/ costs, and participates in project reviews
Thursday, March 22, 2012
Mastering Your Work
David Allen is known for great training and tools to help people and organizations efficiently manage work. Check out David Allen's website for some great information!
David Allen wrote an article for the NYT this past weekend. Check it out here!
Click the image below to enlarge.
David Allen wrote an article for the NYT this past weekend. Check it out here!
Click the image below to enlarge.
Monday, March 19, 2012
Estimating Project Management Tasks
As stated so eloquently by Bob Lewis in his book "IS Survival Guide", There is no way for you to successfully estimate projects. Take that as a given. It can't be done, and for a very simple reason: Every one of your projects is one-of-a-kind. Mr. Lewis makes a very good point, however in my experience, I have yet to have met a manager that will let me get away with saying "I can't estimate this project".
SO WHAT IS A PROJECT MANAGER TO DO?
I like to call the solution to this problem rolling-wave estimating. By that I mean when the project is in the initiation phase and you have very little information your estimate should reflect that fact. This means very early in the project your estimate(s) could be off by as much as +200/-75% (or more). As you progress through the project planning phase you will breakdown the project into smaller, more manageable pieces of work (decomposition). This process helps to narrow the range of your estimates.
Do not be fooled into thinking that because you have broken down your project into phases and/or small manageable pieces of work that you can just add up the estimates and have a total overall project estimate. Many times, especially on IT projects, there are integration issues that are difficult to estimate and are usually ignored in the planning phase. Do not forget to add time for these critical integration activities. Also, while padding of estimates is a no-no, don't forget to account for risk in your project estimates. PMI advocates for contingency and management reserves to account for risk events, but I have not worked in an environment where these exist so I have to plan for risk in my estimates.
Monday, March 12, 2012
What is Project Management Value?
Project value can’t be dictated; it must be planned, agreed upon, and easily recognizable. We can't be told something has value. We must be shown its value and left to form our own opinions. In all cases the value of a project must be measurable.
Projects that produce little to no value aren't unique to any one industry or business segment. They are often a result of a project manager or project team with the mentality that says we know best, and we believe we are smarter than everybody else.
We can sum up this type of behavior in one word...Arrogance.
As taken from the website the Inner Frontier:
ARROGANCE - "Those to whom much has been given sometimes suffer from arrogance; or rather the people around them suffer. Arrogance is doubly a pity, because the talents of the arrogant serve primarily themselves. The arrogant assumes his views and opinions are The Truth. In arrogance, natural confidence goes sadly awry. Rather than the self-assurance born of knowing his own strengths and limitations, arrogance admits no limits. The arrogant brooks no weakness in himself and may even secretly rejoice to find flaws in others."
Don't be arrogant and don't manage a project that doesn't have value.
IT IS EASY TO BE SUCCESSFUL WHEN SUCCESS HAS NO MEASURE!
Projects that produce little to no value aren't unique to any one industry or business segment. They are often a result of a project manager or project team with the mentality that says we know best, and we believe we are smarter than everybody else.
We can sum up this type of behavior in one word...Arrogance.
As taken from the website the Inner Frontier:
ARROGANCE - "Those to whom much has been given sometimes suffer from arrogance; or rather the people around them suffer. Arrogance is doubly a pity, because the talents of the arrogant serve primarily themselves. The arrogant assumes his views and opinions are The Truth. In arrogance, natural confidence goes sadly awry. Rather than the self-assurance born of knowing his own strengths and limitations, arrogance admits no limits. The arrogant brooks no weakness in himself and may even secretly rejoice to find flaws in others."
Don't be arrogant and don't manage a project that doesn't have value.
Monday, March 05, 2012
Organizational Strategy and Project Plans
We have a strategic plan where I work, however we don't have a portfolio planning office to manage the output of the strategic plan (the projects). A strategic plan is basically an outline for a list of strategic projects. Strategic projects are focused on mid and long term goals and are authorized by senior management. Without a strategic planning office there is not an effective strategic plan, and a strategic plan that isn't effective isn't worth the paper it is printed on.
According to some research, 50-80% of strategic plans never come to fruition. I would bet that most of these failed strategic plans were due to organizations not having a strategic planning office. As I mentioned, my organization has a strategic plan, and while well thought out, it doesn't appear to be very effective at consistently delivering measurable results. I say this because I don't see a project portfolio or list of strategic projects, and there is no organization to oversee these projects at the enterprise level. Also, the projects that do come out of our strategic plan aren't usually very S.M.A.R.T. - Specific, Measurable, Achievable, Resource Constrained/Relevant, Time-bound.
If your projects aren't S.M.A.R.T they aren't worth planning and executing.
Organizations, especially local governments, can tweak and refine their strategy over time. This can be due to the ever changing political winds, environmental factors, customer demands, changing priorities, resource constraints, a lack of political will, or executive apathy, but more often it is because of a lack of an enterprise project management focus. Whatever the case, a strategic planning office can help an organizations focus on what is important in regards to the management of strategic projects.
When thinking about strategic projects think about the following:
According to some research, 50-80% of strategic plans never come to fruition. I would bet that most of these failed strategic plans were due to organizations not having a strategic planning office. As I mentioned, my organization has a strategic plan, and while well thought out, it doesn't appear to be very effective at consistently delivering measurable results. I say this because I don't see a project portfolio or list of strategic projects, and there is no organization to oversee these projects at the enterprise level. Also, the projects that do come out of our strategic plan aren't usually very S.M.A.R.T. - Specific, Measurable, Achievable, Resource Constrained/Relevant, Time-bound.
If your projects aren't S.M.A.R.T they aren't worth planning and executing.
Organizations, especially local governments, can tweak and refine their strategy over time. This can be due to the ever changing political winds, environmental factors, customer demands, changing priorities, resource constraints, a lack of political will, or executive apathy, but more often it is because of a lack of an enterprise project management focus. Whatever the case, a strategic planning office can help an organizations focus on what is important in regards to the management of strategic projects.
When thinking about strategic projects think about the following:
- How the projects will be selected?
- How the projects will be funded?
- How the projects will be monitored and reported against?
- How will project audits be conducted?
- Who sponsors the projects?
One final thing, review PMI's OPM3 (Organizational Project Management Maturity Model) to help you transform your organization's strategy into action, and remember the Strategic Planning Circle - Strategy ---> Ideas ---> Projects ---> Change
Wednesday, February 29, 2012
Can You See Me Now?
Do you manage your projects mostly from your desk? Are you falling into the trap of managing projects via e-mail, voice mail, fax, letter, and failing to communicate with your customers and stakeholders face-to-face?
People value one-on-one conversations. A project manager that doesn't spend significant time on his or her project speaking directly to their customers will not be as effective as the one the takes the time to conduct meetings in person.
As project managers we are selling "experiences" and "solutions". Can you effectively sell your ideas as a faceless e-mail machine? Can you "WOW" your customers with tired voice mails and bland status reports?
Good customers want to see you as much as possible. They want to feel your enthusiasm, experience your excitement, and have you tell them eye-to-eye that "it’s all good".
Don’t cower (and sour) behind your keyboard sending status reports and e-mails and think your are doing your job. You can't gain your customer's trust unless you speak with them one on one.
As Tom Peter says, "If there is nothing special about your work...you won't get noticed, and that means you won't get paid much either".
It is hard to get noticed when people can't see you. BE VISIBLE!
Wednesday, February 22, 2012
Keep Hope Alive
Practice hope. As hopefulness becomes a habit, you can achieve a permanently happy spirit - Norman Vincent Peale
Monday, February 13, 2012
Office Gossip
This Soviet war poster conveys the message: "Don't chatter! Gossiping borders on treason" (1941).
According to Marilyn Haight, at BigBadBoss.com Office Politics “is the use of one's individual or assigned power within an employing organization for the purpose of obtaining advantages beyond one's legitimate authority.” Those advantages may include access to tangible assets, or intangible benefits such as status or pseudo-authority that influences the behavior of others. Both individuals and groups may engage in Office Politics."
I think most people would agree that those participating in office politics seek to gain an advantage. Being a skillful office politician may get you recognized or promoted, but it may also come at the expense of your or another’s integrity.
Remember, gossip is usually destructive (at a minimum unfair) to somebody, and should be discouraged whenever possible. If we are honest, we would all admit that we participate in office gossip. We need to limit office gossip to be the exception, not the norm in our daily conversations with others.
Be accountable for your words in the workplace. Work should be fun and our work relationships should be positive and healthy. Healthy work relationships are dependent on gossip being kept to a minimum.
I think most people would agree that those participating in office politics seek to gain an advantage. Being a skillful office politician may get you recognized or promoted, but it may also come at the expense of your or another’s integrity.
Remember, gossip is usually destructive (at a minimum unfair) to somebody, and should be discouraged whenever possible. If we are honest, we would all admit that we participate in office gossip. We need to limit office gossip to be the exception, not the norm in our daily conversations with others.
Be accountable for your words in the workplace. Work should be fun and our work relationships should be positive and healthy. Healthy work relationships are dependent on gossip being kept to a minimum.
Monday, February 06, 2012
The Perfect (IT) Project Manager
I have a book entitled “What Makes a Good Project Manager” by James S. Pennypacker and Jeannette Cabanis-Brewin. In the book, there is a reference to a ComputerWorld article that discusses “The Perfect Project Manager”. The consensus of the article was in the world of Information Technology (IT) there are three general areas of Project Management competency: Technology, Business, and Behavior (in no certain order).
One of the CIOs interviewed in the ComputerWorld article stated “in order to motivate IT workers, you need … an understanding of human behavior and how to motivate teams.” Do not miss this important point. Project Managers are primarily team leaders, motivators, and communicators. Project Managers will not be successful managing IT projects if they do not have an understanding of basic human behavior.
It has also been determined there are three Project Management skills that are required for success in IT:
General Management Skills
Project Management Skills
IT Management Skills
Under General Management, the key areas of expertise are (not in order):
Thinking Skills
Organizational Awareness
Leadership
Interpersonal Relations
Communication Skills
Many companies are now interviewing Project Managers placing a heavy emphasis on character traits versus professional competencies. These companies realize if a Project Manager cannot get along well with others and have poor communication skills they will not be successful.
The key to project success is having a competent project manager and the number one competency of a project manager is honesty. Research has shown that projects are more likely to fail because the human elements are not managed. In order to mitigate this type of risk project managers need to develop skills that support sound decision-making, good communications, motivational techniques, and conflict management.