Getting Back into the Saddle

The hardest thing to do sometimes is to get back into the saddle. As we all start to shake off the COVID-19 delays and return to a somewhat business as usual approach to our projects and programs, we all have to remember the basics of project management don't really change.

Of course some things are easier face to face.  I find negotiations in person are easier after all so much of our communication is non-verbal.  But the truth is that most of my work is done remotely or virtually anyways, so that aspect hasn't really changed.

Sure the vehicle that we use to get things done, might changed, but the methods and end product will be the same. Sometimes I feel that I get things done through sure willpower...lol.

It is past time that we all get back to work and create value for ourselves, our companies, and our clients.  Project Managers are in the value creation business for sure.

Stop Printing and Filing Email

My job as a professional is to add value to the organization.  It is hard sometimes. Sometimes it is hard to even see the value that you add.  Believe me, when you are in the middle of a project it is easy to look over at the guy in the other cubicle and just whisper, "why?"

Why is the question though.  Why does somebody need this project done?  Why do they want this done and not leap ahead to the next technology? Why do we even exist?

There is a technique called the 5 Whys.  It is meant to help an organization discover the root cause of a defect, but it is helpful sometimes to discover the value of a task.

I mostly always feel that every task is important or there would not be someone doing it.  There are tasks that seem to be a self-licking ice cream cone and some that seem to be doomed from the start, but at some point someone thought it was necessary.  Some tasks have outlived their usefulness, like the idea of printing and filing email. It might seem like the thing to do, but it is just a waste in today's modern workplace.

My advice, find ways to add value to your organization and if you think you are not, find out why you are doing it and who you have to convince to stop doing it.  Organizations shouldn't be afraid of changing, they should it embrace it.  For Pete's sake, stop printing and filing emails....

Do not forget to help me out by completing this survey....it is less that ten questions and only takes a minute.

Your valuable insight into this profession is important to me!

Program Manager Critical Skills

Critical Skills for Program Managers Survey

In the interest to find out what the critical skills that Program Manager's need today and in the future,  I have created a survey to asks those questions.

If you have a minute or two to answer a few questions, I would appreciate it.

If you want the raw data from the survey, leave your email at the end and I will send it to you.

Critical Skills for Program Managers Survey

Share this with friends and coworkers who might be interested.

Thanks,
Kevin

Question: Critical Skills for Program Managers?

One thing I want to do is try and figure out want the critical skills are for Program Managers across the various industries and employers.  One thing that I have found out is that almost everyone has a different understanding of what a Program Manager actually is and what a Program Manager actually does.

My goal in all my jobs and in my personal life is to find the area in which I provide the most value.  Bringing the value equation to the table is important.  Many people are stuck in jobs in which they add no value.  More importantly the jobs themselves bring no value to them.  In other words, they do not learn new skills, or meet new customers and contacts, or even a chance to look out a window.

My question is what are the critical skills that today's and tomorrow's Program Managers need to be successful?

Requirements?

Recently I took on a project that needed help.  In my position, I commonly get brought into projects that have issues and need help.  This particular project is the acquisition of a piece of equipment. From the beginning of the project, there were no requirements.  The organization wanted this particular piece of equipment, but they did not have the requirements to use it.  I guess they were in a "buy it and we will figure it out" situation. This situation is not really what you want before an organization makes an expensive capital purchase.

The purchase is on hold.

We are now going back to the beginning and gathering the requirements and specifications for this piece of equipment.  I am building a Requirements/Specification Breakdown Structure to help visualize those requirements/specifications. Additionally, I am building the Requirements/Specification Breakdown Structure to show management the business case for the purchase of this machinery from this point of view.  The danger is that the data will not bear out the case for the purchase of the equipment and the previous work will be wasted, but that is why we have the process.

One lesson learned from this situation is to start with the actual requirements before falling in love with a piece of equipment.  Requirements need to be validated through the organization and provide an answer through a real business case.  So many organizations do not do this and end up wasting time and money on actions that do not provide value to the organization.

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.

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.