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