Sometimes I think I say that Project Managers can do anything and sometimes the lines between project management and operations management is blurred. This is probably because many of the skills in operations management and project management are complimentary. I have done both functions in this world as a Program Manager. As a Program Manager, you have to be able to manage and mentor Project Managers, but you also have to be able to manage the operations of a business. Project Managers need to understand how a business operates and be willing to jump in a learn about how to make operations more lean and efficient for the business.
Showing posts with label Project Management. Show all posts
Showing posts with label Project Management. Show all posts
Friday, October 9, 2020
Tuesday, June 6, 2017
One Way To Get Things Done
One of the things about project management that you have to keep in mind is that stuff just needs to get done. It does no use to plan a project, get the perfect team, get everyone on board, and make tons of charts and graphs if nothing ever gets done. Project management is essentially about getting things done!
One of the most important tools that I use to get things done is the all important to-do list. I do not keep the to-do list on a computer or on my phone. I keep the to-do list in a plain old notebook. My to-do notebook has notes from projects, meetings, or things that I might be researching. That notebook is a peek into my daily life. I look back on my daily notes to ascertain what I did the month before for any number of status reports that I complete at the end of the month.
What made me think about the humble to-do list was an article I read today. This article talks about the Getting Things Done productivity system or the "GTD." I found it interesting. Here is the link:
Monday, May 8, 2017
They Might Be Leaders II
Have you ever noticed that some people are natural leaders? These people influence more people from there place in the organization than the appointed leaders. These people can be a force for good or a force for bad. As a leader in an organization, especially a leader of a project, you have to recognize these people and make sure they use their power for good.
How do you recognize these natural leaders? They may not be evident. They may be hiding in the shadow, instigating others. I like to say they are on the edge of everything, influencing events. I have had my share of run in with these type of people and it can be a challenge to use their powers for the good of the project and the organization.
The first step in getting them on your side is to simply talk to them and create a common ground. Many times this is harder than it sounds and it might be time consuming, but it is well worth it. You have to be careful not to create a trans-actual relationship. This is the type of relationship where there is a tit for tat.
The next step is to include them in the process. This will help in bringing the rest of the project team into the process as well. This is important to solidify the participation to the end for the project team.
The last part of this process is to make sure that the team is recognize for the success of the project. This also includes a little mentoring to make sure that the natural leaders on the project team recognize their potential and hopefully move up into the project manager ranks.
How do you recognize these natural leaders? They may not be evident. They may be hiding in the shadow, instigating others. I like to say they are on the edge of everything, influencing events. I have had my share of run in with these type of people and it can be a challenge to use their powers for the good of the project and the organization.
The first step in getting them on your side is to simply talk to them and create a common ground. Many times this is harder than it sounds and it might be time consuming, but it is well worth it. You have to be careful not to create a trans-actual relationship. This is the type of relationship where there is a tit for tat.
The next step is to include them in the process. This will help in bringing the rest of the project team into the process as well. This is important to solidify the participation to the end for the project team.
The last part of this process is to make sure that the team is recognize for the success of the project. This also includes a little mentoring to make sure that the natural leaders on the project team recognize their potential and hopefully move up into the project manager ranks.
Saturday, April 29, 2017
The Value of Data
There is value to data. I am commonly called in to a project or program to make sense of the data that they currently have. This data comes from a variety of sources, sometimes it is good and sometimes it is not that good. But even data that is not so good has value.
Some organizations are very diligent in collecting data, but maybe the data they are collecting is not the right data to make the decision. On of my recent projects involved the analysis to by a machine. The organization created a report that they hoped would prove that purchasing the machine would decrease the labor necessary to construct buildings. The report was fraught with obvious issues.
Unfortunately, the organization did not see what was already in front of them because they became focused on proving the labor savings. The real efficiency came from transporting equipment and materials. I created a break-even analysis model showing transportation in the form of trucks and compared multiple construction methods. The break-even analysis showed a real savings and provided information for decision makers to make the decision.
Fortunately for the organization, they had collected the transportation data. Unfortunately they chose not to analyze the transportation data.
The lesson learned is that organizations need to collect the data that is needed by decision makers. I think that the secret is in the analysis of that data and not to be focused on the outcome that you think you want.
Some organizations are very diligent in collecting data, but maybe the data they are collecting is not the right data to make the decision. On of my recent projects involved the analysis to by a machine. The organization created a report that they hoped would prove that purchasing the machine would decrease the labor necessary to construct buildings. The report was fraught with obvious issues.
Unfortunately, the organization did not see what was already in front of them because they became focused on proving the labor savings. The real efficiency came from transporting equipment and materials. I created a break-even analysis model showing transportation in the form of trucks and compared multiple construction methods. The break-even analysis showed a real savings and provided information for decision makers to make the decision.
Fortunately for the organization, they had collected the transportation data. Unfortunately they chose not to analyze the transportation data.
The lesson learned is that organizations need to collect the data that is needed by decision makers. I think that the secret is in the analysis of that data and not to be focused on the outcome that you think you want.
Thursday, April 27, 2017
Scrum vs Waterfall
The other day there was a comment on LinkedIn regarding the death of project management in favor of agile. I could not disagree more. I am both Scrum Master Certified and a Project Management Professional. There are some elements of agile that I use in my current projects, even though I do not do software development. But even as agile is popular today, the principles in the project management framework work.
I believe that project managers should use the tools that they need to get the project done. There might be areas of a waterfall project that needs to have sprints or to develop an minimal viable product (MVP) or there may be elements within an agile development that need to use the planning tools of a waterfall style project. The project management framework is something that actually works.
Project managers should add agile to their toolbox. There are many ways to do it and it is a handy thing to know. As I am working on my projects, I am looking for areas to make the project and the end project better. After all a project is iterative, just like the MVP.
I believe that project managers should use the tools that they need to get the project done. There might be areas of a waterfall project that needs to have sprints or to develop an minimal viable product (MVP) or there may be elements within an agile development that need to use the planning tools of a waterfall style project. The project management framework is something that actually works.
Project managers should add agile to their toolbox. There are many ways to do it and it is a handy thing to know. As I am working on my projects, I am looking for areas to make the project and the end project better. After all a project is iterative, just like the MVP.
Wednesday, April 19, 2017
Lead From Where You Are
Project managers and leaders have a lot in common. I would argue that being a project manager is a tough leadership challenge, even for seasoned leaders. Many times the project manager must influence stakeholders in the organization or they may not have direct reports assigned to the project and have to work with the managers of other departments.
Another area that the project manager may face is when they are not in charge and have to manage the project through a subordinate role. I have found myself in the situation several times in my career and it does make getting things done hard. I do know how to handle it though.
Leaders lead from where they are. Leaders know that where ever their position there is an opportunity to lead. A simple definition of leadership is the art of influencing people to complete a mission. A leader or project manager in a subordinate role must use their influence to get the job done. This sometimes creates obstacles. Sure it is easy to get things done when you are in charge, but it is a real art to get things done when you are not in charge.
I view these roles as a chance to spread my leadership wings and to learn a new skill. It is tough, but it is a lesson in dealing with people that is not soon forgotten.
Another area that the project manager may face is when they are not in charge and have to manage the project through a subordinate role. I have found myself in the situation several times in my career and it does make getting things done hard. I do know how to handle it though.
Leaders lead from where they are. Leaders know that where ever their position there is an opportunity to lead. A simple definition of leadership is the art of influencing people to complete a mission. A leader or project manager in a subordinate role must use their influence to get the job done. This sometimes creates obstacles. Sure it is easy to get things done when you are in charge, but it is a real art to get things done when you are not in charge.
I view these roles as a chance to spread my leadership wings and to learn a new skill. It is tough, but it is a lesson in dealing with people that is not soon forgotten.
Saturday, April 15, 2017
They Might Be Leaders
From my experience, everyone can be a leader. There are leaders all over an organization. They lead by influence or by position. Some of them do great things and some do not so good things with their influence within the organization.
Organizations need to look to these leaders that are doing good things by trying to figure out how to replicate those good things across the organization. Replicating the best practices across the organization seems to be an easy task, but generally it is not that easy.
At the same time, the organization needs to find these leaders who are not doing those great things or even doing things that are counter to the needs of the organization and stop those practices. Many of this practices may actually be obstacles to getting work done or serve the customer.
One thing that organizational leaders and managers need to do is to get all the employees on the same page and thinking like a leader. In theory, this should put all employees pulling in the same direction that the management in pushing.
What does this have to do with project management? Well two things. The first is that those same employee leaders will be members of the project team. Some will do good things and some will not. They will use their leadership powers for good or evil. So project managers need to identify this dynamic and get everyone moving toward the project completion. Second, this dynamic across the organization creates multiple projects for the project manager to pursue. Identifying these areas to create efficiency will assist the project manager in showing the business impact of their projects.
One thing that project managers need to always understand is that a project must solve a business problem and have an impact to the organization.
Organizations need to look to these leaders that are doing good things by trying to figure out how to replicate those good things across the organization. Replicating the best practices across the organization seems to be an easy task, but generally it is not that easy.
At the same time, the organization needs to find these leaders who are not doing those great things or even doing things that are counter to the needs of the organization and stop those practices. Many of this practices may actually be obstacles to getting work done or serve the customer.
One thing that organizational leaders and managers need to do is to get all the employees on the same page and thinking like a leader. In theory, this should put all employees pulling in the same direction that the management in pushing.
What does this have to do with project management? Well two things. The first is that those same employee leaders will be members of the project team. Some will do good things and some will not. They will use their leadership powers for good or evil. So project managers need to identify this dynamic and get everyone moving toward the project completion. Second, this dynamic across the organization creates multiple projects for the project manager to pursue. Identifying these areas to create efficiency will assist the project manager in showing the business impact of their projects.
One thing that project managers need to always understand is that a project must solve a business problem and have an impact to the organization.
Tuesday, April 11, 2017
A Problem with Scheduling
I am commonly called to audit projects as part of job as a program manager. In my capacity, I manage several projects within the portfolio. These project audits prove one thing to me over and over; people have a problem with scheduling.
Scheduling is an art and a science. It takes effort to create a realistic schedule. A realistic schedule is based on some basis of estimate. The project manager or the schedule must create the basis of estimate, prior to creating the schedule. One trick that I use is to use subject matter experts in creating this basis of estimate. As part of this basis of estimate, the scheduler must outline the assumptions that are made by the planner for the project.
Scheduling is not an easy task. But it is essential for the proper control of the project. To maintain this control, the schedule must be updated with the work completed. This work completed is assigned to the tasks in order to the determine a percentage complete per task. In my experience when the project is not updated in a timely manner and project managers do not know the percentage complete of each task, that is when projects start to go off-track.
Scheduling is an art and a science. It takes effort to create a realistic schedule. A realistic schedule is based on some basis of estimate. The project manager or the schedule must create the basis of estimate, prior to creating the schedule. One trick that I use is to use subject matter experts in creating this basis of estimate. As part of this basis of estimate, the scheduler must outline the assumptions that are made by the planner for the project.
Scheduling is not an easy task. But it is essential for the proper control of the project. To maintain this control, the schedule must be updated with the work completed. This work completed is assigned to the tasks in order to the determine a percentage complete per task. In my experience when the project is not updated in a timely manner and project managers do not know the percentage complete of each task, that is when projects start to go off-track.
Thursday, April 6, 2017
Project Managers Communicate
Communication is very important for the project manager. A project manager must master the art of communication in order to ensure project success. Being able to communicate in person, verbally and in written form is imperative. Successful project managers are constantly communicating. There is really no such thing as over communication.
One type of communication that often doe not live up to the hype is email. In my experience, most project communication via email is not effective. I have received hastily compiled email status reports that have obvious mistakes or are a rehash of a previous status report. I would have rather gotten a text or a tweet than this disaster of an email. Another area is when people become too casual in the use of email and forget important details. Commonly I find that people report of subjects that they believe the reader already knows and leave out crucial details.
One practice that I commonly do is to call first and have a conversation. I will follow-up with a email detailing the discussion.
Another issue is that email communication does not provide feedback to the sender. Feedback is important so that the sender knows that the receiver understands the message. Lastly, there is too much noise. I commonly receive a couple hundred emails a day, there is no way I can possibly answer every one. My project managers know to mark the emails so I will pay attention to them.
Communication is important for project managers. It is just as important to know the method of communication to ensure the message is received and understood. In my opinion, email is not the preferred method for communication unless it is to clarify or document previous discussions.
One type of communication that often doe not live up to the hype is email. In my experience, most project communication via email is not effective. I have received hastily compiled email status reports that have obvious mistakes or are a rehash of a previous status report. I would have rather gotten a text or a tweet than this disaster of an email. Another area is when people become too casual in the use of email and forget important details. Commonly I find that people report of subjects that they believe the reader already knows and leave out crucial details.
One practice that I commonly do is to call first and have a conversation. I will follow-up with a email detailing the discussion.
Another issue is that email communication does not provide feedback to the sender. Feedback is important so that the sender knows that the receiver understands the message. Lastly, there is too much noise. I commonly receive a couple hundred emails a day, there is no way I can possibly answer every one. My project managers know to mark the emails so I will pay attention to them.
Communication is important for project managers. It is just as important to know the method of communication to ensure the message is received and understood. In my opinion, email is not the preferred method for communication unless it is to clarify or document previous discussions.
Tuesday, April 4, 2017
Why Most Meetings are a Waste of Time
Most meetings are a waste of time because they are unproductive. I have sat in meetings and heard all kinds of conversation, none of which pertain to the topic on hand. I have the unique perspective to have been a participant in many productive meetings. Most of the time meetings become the a waste of time when the participants are unprepared, the topic is not relevant, and the meeting leader just simply loses control.
Don't get me wrong, I find meetings a useful tool in communicating with project team members and stakeholders. I also find that many meetings spiral out of control because the participants are unprepared. A good practice is for the meeting leader to send out an agenda with the topics of the meeting so that participants can get there thoughts together before the meeting. Nothing stops a project meeting like having to explain the purpose of the project to someone again. Apparently this person didn't read the agenda or even the read-ahead materials.
Meeting are sometimes held because they have always been held. The topic is not relevant to the participants and the conversation starts to wonder to sports scores or weekend plan. My take is that there should not have been a meeting on the topic and if there was maybe less people. I believe that this type of meeting waste time, many standing meetings should be evaluated to determine if they are relevant to the participants.
When the meeting leader loses control. It is time to just stop the meeting and regroup. No reason to keep everyone together for an hour, because that is how long the room is reserved. If the meeting leader cannot regain control and steer the meeting to a productive end, then it should be stopped, have the leader regroup and reschedule the meeting for another time.
Meeting should not be a waste of time. They can be productive, but it is imperative that the meeting leader provide participants with material including at least an agenda, make sure the topic is relevant to the group, and maintain some control.
Don't get me wrong, I find meetings a useful tool in communicating with project team members and stakeholders. I also find that many meetings spiral out of control because the participants are unprepared. A good practice is for the meeting leader to send out an agenda with the topics of the meeting so that participants can get there thoughts together before the meeting. Nothing stops a project meeting like having to explain the purpose of the project to someone again. Apparently this person didn't read the agenda or even the read-ahead materials.
Meeting are sometimes held because they have always been held. The topic is not relevant to the participants and the conversation starts to wonder to sports scores or weekend plan. My take is that there should not have been a meeting on the topic and if there was maybe less people. I believe that this type of meeting waste time, many standing meetings should be evaluated to determine if they are relevant to the participants.
When the meeting leader loses control. It is time to just stop the meeting and regroup. No reason to keep everyone together for an hour, because that is how long the room is reserved. If the meeting leader cannot regain control and steer the meeting to a productive end, then it should be stopped, have the leader regroup and reschedule the meeting for another time.
Meeting should not be a waste of time. They can be productive, but it is imperative that the meeting leader provide participants with material including at least an agenda, make sure the topic is relevant to the group, and maintain some control.
Sunday, April 2, 2017
When Projects Fail
Most organizations do not take on projects unless there is a business imperative that makes the success of the project critical. Unfortunately most projects fail. They fail for a variety of reasons.
One of the reasons that projects fail is that the project does not really have the support of senior management. Anther reason is that the organization does not have the skills to actually do the project or that the organization will not dedicate the resources to project success.
Regardless of the reason, when projects start to go bad, the project manager will ultimately take the blame. When they go bad, then the organization brings in a new project manager, but if the root cause isn't addressed then the project will continue in the downward spiral.
I have taken over many a failing projects over the years. It isn't a pleasant thing to take over a failing project. Sometimes you have to let people go, fire a sub-contractor, convince management to properly resource a project, or anything or everything to get the project done. It isn't pleasant to sit in a project status meeting getting beat up because the project is over budget, behind schedule, or looks like no product will be delivered. As they say, "success has many fathers, but failure is an orphan." I just know that by making this project a success, people are going to be mad or upset or feel threatened. I will forge ahead, people are destined to feel the way they feel.
Some projects can't be saved due to the structural issues outlined above or nobody wanted the project in the first place. It is gratifying when the project succeeds in the end. It takes a fighter to fight through all the opposition and pull that project out of the jaws of failure.
One of the reasons that projects fail is that the project does not really have the support of senior management. Anther reason is that the organization does not have the skills to actually do the project or that the organization will not dedicate the resources to project success.
Regardless of the reason, when projects start to go bad, the project manager will ultimately take the blame. When they go bad, then the organization brings in a new project manager, but if the root cause isn't addressed then the project will continue in the downward spiral.
I have taken over many a failing projects over the years. It isn't a pleasant thing to take over a failing project. Sometimes you have to let people go, fire a sub-contractor, convince management to properly resource a project, or anything or everything to get the project done. It isn't pleasant to sit in a project status meeting getting beat up because the project is over budget, behind schedule, or looks like no product will be delivered. As they say, "success has many fathers, but failure is an orphan." I just know that by making this project a success, people are going to be mad or upset or feel threatened. I will forge ahead, people are destined to feel the way they feel.
Some projects can't be saved due to the structural issues outlined above or nobody wanted the project in the first place. It is gratifying when the project succeeds in the end. It takes a fighter to fight through all the opposition and pull that project out of the jaws of failure.
Thursday, March 30, 2017
The To Do List Two
If you haven't figured out by now, I really think the to-do list is a powerful tool for project managers. Today, I was looking at my to-do list and thinking about how many of these lists that I have made over the last thirty years. I have tried to modify the to-do list based on the advice of some self help guru, but I always go back to the tried and true to-do list.
Today, these to-do lists came in handy. I looked back to the beginning of the month, as I am compiling my end of the month report. This report, for my client, recounts all deliverables that I delivered and all the products that I worked on over the last month. My to-do list shows the deliverable and how it was QC checked and when it was delivered. It is a good thing that I have those to-do lists with details, because last month I was audited.
Another time that the to-do list came in handy was as evidence during an audit. Commonly, especially if the project team is off site, there will be questions about timekeeping for the the project team. The to-do list will help to alleviate those questions by showing what the project team accomplished and when.
I commonly use the to-do list as a historical record and review them at the end of the year. Generally, the end of the year is when I want to develop my personal development plan. I will see what I am working on and where the gaps in my skills might be or areas that I feel that I might need to know more about. I will design my individual development plan (IDP) to address those or to address a new technology that I want to know more about.
Yes, I find the to-do list very handy. It is a powerful tool for the project manager and the rest of the project team.
Today, these to-do lists came in handy. I looked back to the beginning of the month, as I am compiling my end of the month report. This report, for my client, recounts all deliverables that I delivered and all the products that I worked on over the last month. My to-do list shows the deliverable and how it was QC checked and when it was delivered. It is a good thing that I have those to-do lists with details, because last month I was audited.
Another time that the to-do list came in handy was as evidence during an audit. Commonly, especially if the project team is off site, there will be questions about timekeeping for the the project team. The to-do list will help to alleviate those questions by showing what the project team accomplished and when.
I commonly use the to-do list as a historical record and review them at the end of the year. Generally, the end of the year is when I want to develop my personal development plan. I will see what I am working on and where the gaps in my skills might be or areas that I feel that I might need to know more about. I will design my individual development plan (IDP) to address those or to address a new technology that I want to know more about.
Yes, I find the to-do list very handy. It is a powerful tool for the project manager and the rest of the project team.
Tuesday, March 28, 2017
The To Do List
I think the bad wrap that the to-do list is kind of funny. The theory is that the to do list becomes a list of things that have to be done on a daily basis and long term strategic tasks get lost in the daily. I think that people who believe this probably aren't doing their to-do list correctly.
For me, the to-do list is an important time management tool. I still use a little book to put my daily to-do list into and to take notes. I use it to record my daily work and to mark off those things that are complete. I just do not put the daily tasks, but I also record those big long term strategic tasks into the book as well. A task might span several weeks as I work on it. It reminds me that I have to work on it and to make progress.
Because I work on several projects and products at the same time, the to-do list is helpful. I prefer to actually use a pen and paper for my list and notes. People say I am old fashioned, but I do what works for me. I have hundreds of little books full of notes and to-do lists. I can look back over the years and see what I worked on and the lessons learned from those projects. Many newer project managers who grew up in the digital age use a computer program I am sure. I do too, but only to document when work is complete.
So despite the proclamation that the to-do list is dead, at least one successful project manager uses them.
Sunday, March 26, 2017
The Power of the Checklist
One of the most powerful tools that a project manager can use is the checklist. The simple checklist has been around in various forms forever. I use a checklist daily to keep my project deliverables in check and to make sure I followed the process and framework. The checklist is important, even if the process has been done a hundred times.
I find that people get into problems with process when they skip the steps in the checklist. Most processes and procedures can be boiled down into a checklist for the project. No project is done in a vacuum and that is why the project manager needs to have checklists regarding the processes of the overarching organization. The product of the project will have to be integrated at some point.
Checklists are even important for the internal workings of the project. One of the most useful tools that I use is the battle rhythm. The battle rhythm is a checklist with all the standard project deliverables and the due dates. It is something that I adopted from my time in the Navy and still use it to make sure program deliverables are delivered timely and complete. This is useful for communicating with the project team the deliverables and due dates
For me, making a checklist is a continuous process. The first pass at a checklist will most likely not be complete and there will be tasks or process nodes that are skipped. One this first draft is developed, it needs to be shared with subject matter experts for opinion and refinement. One the checklist is ready for prime time it should be shared with the project team and used. One way to ensure the checklist is used is to require the checklist as part of the products from the product team. The checklist will continue to be refined as processes change due to technological or organizational change.
I find that people get into problems with process when they skip the steps in the checklist. Most processes and procedures can be boiled down into a checklist for the project. No project is done in a vacuum and that is why the project manager needs to have checklists regarding the processes of the overarching organization. The product of the project will have to be integrated at some point.
Checklists are even important for the internal workings of the project. One of the most useful tools that I use is the battle rhythm. The battle rhythm is a checklist with all the standard project deliverables and the due dates. It is something that I adopted from my time in the Navy and still use it to make sure program deliverables are delivered timely and complete. This is useful for communicating with the project team the deliverables and due dates
For me, making a checklist is a continuous process. The first pass at a checklist will most likely not be complete and there will be tasks or process nodes that are skipped. One this first draft is developed, it needs to be shared with subject matter experts for opinion and refinement. One the checklist is ready for prime time it should be shared with the project team and used. One way to ensure the checklist is used is to require the checklist as part of the products from the product team. The checklist will continue to be refined as processes change due to technological or organizational change.
Thursday, March 23, 2017
Developing Project Team Members
One of the duties of a project manager is to develop those project team members assigned to the project. Sometimes the this means enhancing the skills of those project team members involved in the project or it means to ensure that project team members get stretch assignments to teach them new skills for future projects.
Everyone wants to have the best employees assigned to their projects. Those employees that are the best for the project, are those employees with the skills need to complete the project. Sometimes there employees assigned to the project do not have the skills and as part of the planning for the project, the employees need to be trained to do the project.
The project manager needs to perform a skill gap analysis. To perform a skills gap analysis the project manager needs to identify the skills that are required to perform the tasks required to complete the project and compare those skills to those current skills in which the employee already has. The gap identified is where the project manager needs to focus training.
The skills in the gap are the skills that are placed on the individual development plan (IDP). This IDP is the plan developed by the project manager and the employee on gaining the skills needed to complete the project. The employee can gain those skills by on the job training (OJT), a stretch assignment, or classroom training. This is one way that a project manager can not only ensure project success, but can also take care of the employees that do the job and set them up for success.
Everyone wants to have the best employees assigned to their projects. Those employees that are the best for the project, are those employees with the skills need to complete the project. Sometimes there employees assigned to the project do not have the skills and as part of the planning for the project, the employees need to be trained to do the project.
The project manager needs to perform a skill gap analysis. To perform a skills gap analysis the project manager needs to identify the skills that are required to perform the tasks required to complete the project and compare those skills to those current skills in which the employee already has. The gap identified is where the project manager needs to focus training.
The skills in the gap are the skills that are placed on the individual development plan (IDP). This IDP is the plan developed by the project manager and the employee on gaining the skills needed to complete the project. The employee can gain those skills by on the job training (OJT), a stretch assignment, or classroom training. This is one way that a project manager can not only ensure project success, but can also take care of the employees that do the job and set them up for success.
Tuesday, March 21, 2017
How Do You Eat An Elephant?
One day I was in a Navy course and the instructor asked a question. This question was "how do you eat an elephant?" We scratched our heads, what do elephants have to do with construction projects? Well, the answer is something that all successful project managers know; "one bite at a time."
I was reminded on this simple concept today when I received this graphic from Dave Ramsey in my email.
I was reminded on this simple concept today when I received this graphic from Dave Ramsey in my email.
It is true that many great things are started by small steps. Projects need to be divided into manageable chunks, this allows two things. The first thing that smaller chunks allows the project team to earn work complete on a more regular basis. This is important because it allows the project manager to accurately estimate when the project might be completed and it will show upper management where the budget went. The other thing that small chunks allows the project manager to keep the team motivated. By seeing the project tasks getting done, the project team keeps motivated. Keeping the team motivated to project end is very important.
One word of caution is not to make the chunks too small. This will prove to me too time consuming for the team as they are constantly finishing tasks and going through gate reviews and other acceptance criteria. I prefer something around the 2 week or 80 hour time frame.
This concept of eating an elephant one bite at a time has helped me to control and manage projects. It allows me to explain to upper management the project status and to keep the project team motivated.
Sunday, March 19, 2017
Continuously Improve Yourself
Project managers need to have a plan to continuously improve themselves. Technology is changing at a rapid pace. This rapid pace means the projects we work on change, the means and tools which we use to get work done change, and the people and organizations we serve become more technologically advanced. Project managers need to have the skills to keep up with this fast pace change.
We all know those people and organizations who have refused to change and update their technical skills and those people and organizations have found themselves left out of the new economy. I have learned that learning new skills opens up many more opportunities for me as a project manager. This is important if the project manager is contemplating a job change or industry change.
The good news about this is that many organizations require a certain number of PDUs (Professional Development Units) for a person to maintain their certifications. I have several certifications (PMP, CM, and SMC) and I am continually on the look out for PDUs that I can use to not only continue my certification, but to upgrade my skills. Even after multiple decades and hundreds of projects, my skills still need to be upgraded and refreshed. Anyone who thinks they are done learning, I will tell them they are wrong.
Being a project manager means continually learning and continually upgrading the skills that a project manager needs to face the challenges of the future.
We all know those people and organizations who have refused to change and update their technical skills and those people and organizations have found themselves left out of the new economy. I have learned that learning new skills opens up many more opportunities for me as a project manager. This is important if the project manager is contemplating a job change or industry change.
The good news about this is that many organizations require a certain number of PDUs (Professional Development Units) for a person to maintain their certifications. I have several certifications (PMP, CM, and SMC) and I am continually on the look out for PDUs that I can use to not only continue my certification, but to upgrade my skills. Even after multiple decades and hundreds of projects, my skills still need to be upgraded and refreshed. Anyone who thinks they are done learning, I will tell them they are wrong.
Being a project manager means continually learning and continually upgrading the skills that a project manager needs to face the challenges of the future.
Friday, March 17, 2017
Project Managers Need Soft Skills
Being able to manage a project is not always about technical ability. A project manager must be able to have what are often called soft skills. I would rather call them human relations skills. Projects are staffed by humans and so a project manager needs to be able to deal with humans. Probably the first of those skills is communication.
Project managers need to have strong communication skills. There communication skills include both oral and written communication. Project managers need to be able to talk to technical personnel and the to non technical personnel. They need to be able to explain the project to executives and to other stakeholders. Communication is a skill that will serve a project manager well throughout their career.
Human resources management is another area of human relations skills that a project manager needs to learn. There are many pitfalls that a project manager will find when navigating the maze that is employment law. There are the FLSA, ADA, EEO, FMLA, etc. All these laws might effect your project.
And there is human relations training that helps project managers and employees deal with each other. By recognizing the signs of workplace bullying, harassment, professional standards or other relationship issues, a project manager can help to nip these issues in the bud before they become lawsuits. This is an important thing to learn, because the project manager might have to give this type of training during a meeting or other gathering.
Lastly, there is performance and disciplinary counseling that has to be done, There is hiring and firing and knowing how these are done to limit the liability of yourself and the company. I can tell from experience, you always remember the first person you fire and it never gets easy...nor should it.
A project manager's human relations training never stops. These topics are always evolving, so these courses change every time they are taken. I suggest that project managers plan this training and make learning more a habit.
Project managers need to have strong communication skills. There communication skills include both oral and written communication. Project managers need to be able to talk to technical personnel and the to non technical personnel. They need to be able to explain the project to executives and to other stakeholders. Communication is a skill that will serve a project manager well throughout their career.
Human resources management is another area of human relations skills that a project manager needs to learn. There are many pitfalls that a project manager will find when navigating the maze that is employment law. There are the FLSA, ADA, EEO, FMLA, etc. All these laws might effect your project.
And there is human relations training that helps project managers and employees deal with each other. By recognizing the signs of workplace bullying, harassment, professional standards or other relationship issues, a project manager can help to nip these issues in the bud before they become lawsuits. This is an important thing to learn, because the project manager might have to give this type of training during a meeting or other gathering.
Lastly, there is performance and disciplinary counseling that has to be done, There is hiring and firing and knowing how these are done to limit the liability of yourself and the company. I can tell from experience, you always remember the first person you fire and it never gets easy...nor should it.
A project manager's human relations training never stops. These topics are always evolving, so these courses change every time they are taken. I suggest that project managers plan this training and make learning more a habit.
Sunday, March 12, 2017
Identifying Stakeholders
One important task that a project manager must do is the identify stakeholders. Stakeholders are those people or groups that have some interest in the project. Some stakeholders are easy to identify and some are not so easy to identify. As a project manager, it is important to find all the stakeholders. Once those stakeholders are identified then it important to discover their issues or where they have stake in the project.
There is a group of stakeholders that are relatively easy to identify. For a project, these stakeholders might include end users, customers, management, or shareholders. These groups are easy to identify because they are not only the most obvious, but they do have an immediate stake in the success of the project.
The other group of stakeholders is those that are not so obvious. These groups might only have a small interest in the project or may not be directly influenced by the success of the project. This might include suppliers, outside industry groups, or other partners.
From my experience I once managed a program with a subcontractor. This subcontractor changed their timekeeping software program without notifying their partners. This transition did not go smoothly and caused their timekeeping reports and invoices to be late. This effected my ability to complete program schedules and invoice the customer. Although this was a small blip in the continuation of the program, it effected me. I was a stakeholder in the success of that timekeeping software project and I didn't even know it.
Once stakeholders are identified, it is important to record them, there interest in the project, and issues that might be encountered in a stakeholder register. Once this is done, then a communication strategy should be developed for each stakeholder and then put into the plan.
There is a group of stakeholders that are relatively easy to identify. For a project, these stakeholders might include end users, customers, management, or shareholders. These groups are easy to identify because they are not only the most obvious, but they do have an immediate stake in the success of the project.
The other group of stakeholders is those that are not so obvious. These groups might only have a small interest in the project or may not be directly influenced by the success of the project. This might include suppliers, outside industry groups, or other partners.
From my experience I once managed a program with a subcontractor. This subcontractor changed their timekeeping software program without notifying their partners. This transition did not go smoothly and caused their timekeeping reports and invoices to be late. This effected my ability to complete program schedules and invoice the customer. Although this was a small blip in the continuation of the program, it effected me. I was a stakeholder in the success of that timekeeping software project and I didn't even know it.
Once stakeholders are identified, it is important to record them, there interest in the project, and issues that might be encountered in a stakeholder register. Once this is done, then a communication strategy should be developed for each stakeholder and then put into the plan.
Thursday, March 9, 2017
Project Managers Deal with Adversity
Project Managers always have to deal with adversity. Adversity is present in many of the things that a project manager has to do.
Projects are disruptive to the normal operation of a business. Hopefully, the project is initiated to improve the business or to take advantage of an opportunity. This type of action is disruptive to the employees in the business that do the same thing the same way since the beginning of time. They will be passive aggressive. Change is never easy and it is harder when people believe the that change will do away with their jobs.
Sometimes project managers need to depend on others that are not their employees and they can not influence in any way, such as in a matrix type organization. This odd relationship does not mean that the project manager is off the hook, it means the the project manager has to deal with that adversity. This type of arrangement is hard and the project manager must communicate and build a relationship with these employees.
Another area where a project manager must face adversity is when there are somewhat hostile stake holders. This is another area where the project manager must communicate and build a relationship with the stakeholders. Stakeholders provide a bigger challenge in someways because they have their own agenda.
Project managers must deal with adversity, I certainly have. To me, adversity is an opportunity to improve my communication and relationship building skills. Sometimes this is hard, but it also makes success all the much sweeter!
Projects are disruptive to the normal operation of a business. Hopefully, the project is initiated to improve the business or to take advantage of an opportunity. This type of action is disruptive to the employees in the business that do the same thing the same way since the beginning of time. They will be passive aggressive. Change is never easy and it is harder when people believe the that change will do away with their jobs.
Sometimes project managers need to depend on others that are not their employees and they can not influence in any way, such as in a matrix type organization. This odd relationship does not mean that the project manager is off the hook, it means the the project manager has to deal with that adversity. This type of arrangement is hard and the project manager must communicate and build a relationship with these employees.
Another area where a project manager must face adversity is when there are somewhat hostile stake holders. This is another area where the project manager must communicate and build a relationship with the stakeholders. Stakeholders provide a bigger challenge in someways because they have their own agenda.
Project managers must deal with adversity, I certainly have. To me, adversity is an opportunity to improve my communication and relationship building skills. Sometimes this is hard, but it also makes success all the much sweeter!
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