Project Mentor

Once a PM Always a PM

2011-01-30T14:11:00.000-08:00

As you know from my profile, I’ve been a project manager for years. I’ve also been a data center engineer / SME, business analyst, marketing research IT manager, document production consultant, statistical division chief, among other things.

However in some form or fashion I used basic project management skills in all of these. I may not have been aware of using PM skills but I was using them nonetheless.

All of these roles involved risk-based decisions. They all required scheduling and resource management. There was always communication and planning. They had budget and time constraints. Status reporting was a given and lessons learned were asked by leadership in one form or another.

These are PM skills and they are also general management expectations. I’m seeing lots of job postings for non-project management roles with project management skills listed. Maybe they are looking for folks that understand project management. Or maybe they are looking for folks that use the PM skills regardless of the role.

Should You Stay Or Should You Go?

2011-01-29T14:10:00.000-08:00

The market for project managers is rebounding from the long economic downturn. In central Ohio you will be able to find a wide array of job postings and I’m sure it’s the same where you are. Many are contractor but direct hire (FTE) positions are also taking hold.

Does that mean you need to leave a position you currently hold? The short answer is no. The longer answer is maybe you should consider it.

There are many reasons to consider moving on. Some obvious ones are: (1) you just don’t feel like you can take it any longer (2) your current employer isn’t realizing the supply and demand curve is changing (3) your salary and benefits are not matching the industry (4) no future for you or your company... etc.

I would suggest there are many more reasons but why not approach your decision with a decision matrix. Identify risks, rewards, goals, family, travel requirements, benefits, etc. Rate them, rank them, and start working through the matrix. Begin with your current position since that is the one you understand best. What things can be changed in your matrix that would improve where you are? Can you affect it / improve it or is it something completely beyond your control?

So unless you win the lottery or your rich uncle in the poor house leaves you money, you need to start considering the personal impact of the job market changes.

By the way, doing nothing really is an option. But I think you should be proactive and take control of your career.

Process or Project Management

2011-01-23T08:21:00.000-08:00

Sometimes I get confused. Am I a project manager or a process manager? Do we use processes to lean-out project management? Or do the processes add bloat to project management? Is mature project management process centric or is it achieved with having mature project managers? Does a PMO mature by piling on processes and responsibility or does it mature by growing a team that does the right thing the right way?

I have many... many... years of experience in project, program, process, and people management. I never really spent too much time trying to draw boxes around each role. They blended together in some jobs and were clearly prioritized in others.

I’m sorry that I don’t the answers. I do have opinions and over time I will likely share them here. The one thing I know is as the job market improves for project managers, there will be a lot of turnover as project managers look to answer these questions for themselves.

Welcome Back To Me

2011-01-22T08:16:00.000-08:00

It’s been a long time since I added anything to this blog. I could list the reasons but the three biggest are: (1) I got lazy... (2) I got tired... and (3) I had too much work. But really the sad truth is I just didn’t do it!

During my absence I kept a mental list of the things I’d have said. So I’m going to start taking the time to say it.

So welcome back to me. We’ll see where this goes. I may get lazy again.

Project Autopilot

2009-07-28T11:01:00.000-07:00

I just glanced through the most recent Costco Connections magazine. There was a recipe for oven pork roast. You preheat the oven to 450 and roast the meat for 20 minutes. After that you reduce the heat to 170 and keep the oven door closed. It said you can leave the roast in the oven for up to 10 hours and when you come home it will be ready.

I don’t know about you but the last thing I’m going to do is leave the oven on when the house is empty. We have a very bright dog but I don’t plan to trust her with handling an issue related to an unattended oven.

As a project manager, do we ever leave the project “in the oven” while we go off to do something else? If so, do we expect the project to be ready for the table when we get back?

What I suggest we do is check the oven from time to time to see how things are going. Is the project cooking too slow or consuming too many resources? Is it where we expect it to be when we do a status check? Do we need to adjust the project oven? Are we getting what we expected? Will the stakeholders be happy when they sit down for your project dinner?

As a project manager we need to keep one phrase foremost in our mind… you must inspect what you expect. Autopilot project management just doesn’t work.

Now I have to run to the kitchen. It sounds like our dog has figured out how to open the oven door!

House Guest and Change

2009-07-15T11:50:00.000-07:00

I’ve been married for many years (happily actually) and I know the patterns. My dad called it “set in my ways.” Over the 4th of July, we had a house guest staying with us. She was no trouble and we enjoyed having her with us. But life in our house was different when she was with us. Our household underwent change with the addition of a new member.

Projects involve change, too. I’m not talking about the kind of change requiring a change control board, change request processes, and the like. No, what I’m talking about is what projects do… they change things. And as a project manager we are a change agent. If we do our jobs well, the change is predictable and planned. It is communicated and explained. Sponsors have built momentum and the organization is ready to undergo the change. All is well.

But what if things didn’t go as planned? What if the change is significant enough to really disrupt the lives of those impacted by it? What if the stranger in your house is trouble.

As a project manager we must realize our most noticeable deliverable may be the change we made. Expect those directly affected to be resistant. And expect those causally associated, to base their opinions on those of the most vocal in the directly affected group.

So as you work on risk plans, schedules, communication plans, etc. think about what your project is changing. Think about who will be affected by the change. Good luck and go get the spare bedroom ready for your guest.

Inside View from Outside

2009-07-07T10:26:00.001-07:00

I meet with a career coach and many times she will plant a question at the end of our session. It’s a question to think about and then discuss at the next meeting. The last time we met her question was “how is your past employer viewed by those outside the company?” Well, you can bet I’m not going to publish my response in this blog but I am going to toss around some thoughts related to the question and why it should matter.

My first thought was the old phrase about the grass always being greener on the other side of the street. For example, does someone outside your company think it has more mature methodologies? Or do they think because it is a large enterprise, it probably has well defined and executed processes?

To a major extent project management is like a big, extended family. We meet at local PMI Chapter meetings. We move between companies both locally and nationally (and beyond). We blog and Twitter (or is that tweet? I can never tell!) When we share what life is like in our respective companies, others listen.

As we share information about our companies, we are helping others form their opinions regarding it. Certainly a wise / experienced listener will try to filter the shared information. They will consider many things when deciding to believe what they are hearing. Do they sense anger? Was the person just released? Do they suspect an agenda… hidden or not? etc.

For me, I take the easy path. I believe it is easier to tell the true than to lie. So when I talk about life in a company, I try to be as honest as I can. The reason I say “as honest as I can” is I don’t share things that can be too revealing… something that violates corporate privacy standards. But if the company has immature methodology I don’t try to hide it. I also don’t exaggerate because the listener may know better and I’d look like a fool.

So to prepare for my next career coaching meeting, I have to trade roles and think about how others view my past employer. It’s a team meeting so maybe I can go last… now that’s a plan!

Fireworks and Project Management (more than making an explosion)

2009-07-06T13:08:00.000-07:00

I find project management examples in the darnedest places. I was watching a show on how fireworks are made. And I mean the BIG fireworks like you see at large displays.

Aside from asking myself who would work in that kind of hazardous environment I began to realize I was watching a micro-study in project management. I watched different folks doing different parts of the construction process. I saw hand-offs and status reports shared. Workers dealt with change as they moved from one type of “bomb” to a different one. Quality was observed and random samples were tested. Team leaders were present and subject matter experts did the most complex tasks.

And then we were introduced to the fellow that choreographed the show. He was busy sequencing and timing music. He decided the order of events. He made notes so team members would know the size of the shell. The launching tube numbers were matched to event timing. The firing sequence was executed and changes were made based on the results. He checked with senior management (the company owner) when significant change was needed.

As I watched him I saw a project manager. I saw scheduling, WBS diagrams, communication channels, change management, escalation, risk / issue management, and quality.

Don’t get me wrong. I still liked watching the rocket’s red glare but I really did see a project management micro-study. Maybe I need a vacation. Fishing should be safe don’t you think?

Value of PMP

2009-06-25T12:28:00.000-07:00

I read a lot of discussions on various project manager groups. If you scroll through them you will certainly find someone asking the value of getting a PMP. The arguments against it will often include things like… “it only proves you can pass a test” or “I have years of experience and see no need to be certified” or “my employer doesn’t push it”.

So here’s my situation and experience with this. I am currently unemployed (long story and we won’t go into it now). I’ve been reading a lot of job postings for project management positions. I’d say 75% have something listed about having a PMP. Of those that don’t, the position seems to be a lower paying project lead or administrative role. Even when they say a PMP is a “nice to have” that tells me they really want it.

Recruiters are telling me where they once got 40 responses to a posting they are now getting 400. If you knock that down to 50 of those responding meet the requirements, do you think a PMP would help get an interview? Well I do. And I think it has for me.

Have I seen good project managers without a PMP? You bet. Have I seen crappy project managers with a PMP? Yes. And I’ve seen a golf ball blast through the gallery and not hit anyone.

I think I’d rather bet on not getting beaned by the golf ball than getting a project management position without a PMP. But that’s just me…

End the week with a "win"

2009-06-06T12:09:00.000-07:00

How do you feel when something goes your way? It can be as simple as a phone call about a new opportunity. Or a deliverable or milestone completed. It can be a meeting that went better than planned.

Sometimes these wins are luck. Sometimes they are planned.

So how do you build an end of the week win into your plan? Look at your project’s schedule. Do you have deliverables due on Monday or do you have them due on Friday? Do you honestly want your team to face the beginning of the week with a due date or do you want them to start Monday morning with a positive week under their belt?

It may seem like a little thing. It may seem like a game. But haven’t you seen how attitude can have a big impact on how we face challenges. So if something as simple as planning an end of the week win can improve one’s attitude, why wouldn’t we do it?

I know the difference it has made in my life and the lives of those around me. Come on… try it. What have you got to lose? What have you got to win?

Amen

2009-06-03T11:48:00.000-07:00

I was doing some research on earned value and one of the sources I used was Dr Harold Kerzner’s (2003) Project Management – A Systems Approach to Planning, Scheduling, and Controlling. When I finished my research I paged to the front of the book before closing it. A couple of pages from the front cover there’s a list of Dr Kerzner’s 16 points to project management maturity. I read the list and when I was done I wanted to stand up and say “AMEN.” I’m not suggesting the list caused an epiphany but rather because amen is a Hebrew expression meaning “so be it.”

I’m going to list a few of my favorites. I won’t add to or subtract from the words used by Dr Kerzner.

#4. “Minimize scope changes by committing to realistic objectives.”

#7. “Provide executives with project sponsor information, not project manager information.”

#9. “Focus on deliverables rather than resources.”

#12. “Eliminate nonproductive meetings.”

#13. “Focus on identifying and solving problems early, quickly, and cost effectively.”

#15. “Use project management software as a tool – not as a substitute for effective planning or interpersonal skills.”

Can I get an AMEN!!!

Lead, Follow, or Get Out of the Way

2009-06-01T14:33:00.001-07:00

“Lead, follow, or get out of the way.” Thomas Paine said it. Lee Iacocca said it. I’ve said. After reading this, you may too.

I’m convinced that leading, following, or getting out of the way are the roles a project team member can play. And to be clear I’m not talking about assigned or organizational roles. I’m talking about emotional or “spiritual” roles.

Leading and following are easy to understand. And what a project manager should expect. Team members should step up and take control of their assigned tasks… they lead. Team members should follow the task leaders and perform the work they are assigned… they follow.

The third role is the most difficult to handle as a project manager. The fact is it might be better for everyone if the team member actually does get out of the way if they can’t lead or follow. What is destructive is the team member appears engaged but isn’t. They commit to performing a task then must be watched like a hawk. They grumble and grouse to other team members and their peers. They undermine the project and can burn resource cycles (to say nothing of tempers).

So how does a project manager handle a team member that should get out of the way but doesn’t? There are many different ways. They can sit down with the team member and explain “the facts of life” and hope they listen. They can sit down with the team member’s manager and explain the situation. They can examine how work is communicated and reported to make sure there isn’t something wrong there. They can role play, use team dynamics, peer pressure, performance rewards, etc.

The project manager should do what they are comfortable doing but they must do something. They must have team members in either leading or following roles or they must move them off the team. To not do that puts the project at risk, the company at risk, and the project manager at risk.

Owe Thy Sponsor

2009-05-25T10:58:00.000-07:00

I’ve read a number of articles about the value an engaged sponsor adds to a project. They help provide funding. They help settle scope issues. They act as boundary mangers. Their vision helps define the project and their leadership provides light on the project team’s darkest days.

These articles go on to say a good project manager will keep the sponsor informed. They will meet frequently so the sponsor knows the issues and challenges faced by the teams. Etc. Etc. Etc.

I agree… this all makes perfect sense and who wouldn’t welcome a good sponsor’s support.

But I think there is something missing. I think we sometimes try to make sponsor relationships sterile and we try to build them into repeatable processes that hold minor mention in our project schedule. They are placed in communication plans or issue management plans and there they sit.

To understand what we owe thy sponsor, we need to really understand what sponsors risk. We also need to understand what can happen to them when a project fails. And when we have a “good” sponsor, we need to understand how to thank them for their support.

Sponsors risk many things in the projects they champion. Many times they have to strike bargains so project teams have the resources they need to achieve project goals. As an example, a critical path task may require highly skilled or specialized staff resources. As is the usual case, those resources are in high demand. Your sponsor may have to give something in order for your project to get the resources you tell them you need.

Sadly many organizations only remember the bad and forget the good. A sponsor may have a great track record but let one highly visible project stumble and they become yesterday’s news. Or the new senior leader wants any excuse to replace a long term leader and a project failure may be just the ticket. Once again our project sponsors are placed at risk by our actions.

So the next time you send your sponsor a status update or meet with them face to face, take the time to understand what they need in exchange for their support. Put yourself in their shoes and consider what it would be like to work with their manager or peers. Don’t underestimate the impact you can have on their success. When you ask for their support just remember you owe them yours.

The Three Rights

2009-05-23T12:27:00.001-07:00

“I want it yesterday!”

How many times have you heard that? You’ve built a solid project plan. It was a team effort and all of the key stakeholders joined in. The project plan was signed, “socialized,” shared, and saluted after being run-up every flagpole in sight. And oh, by the way, communication followed the plan.

Yet, the message is, “I want it yesterday!”

Here’s another line I’m sure we’ve all heard or even said: “I thought you were going to handle that.” Once again, the plan was signed by all and bought off on. Team roles were explained and negotiated. Skills were assessed and time allocations were made. Still, someone was confused about who was doing what.

Are these examples of too little time in our busy worlds, or a communication failure? I propose communication is the culprit in both examples.

A project manager cannot rely on status reports to count as effective communication. Most businesses, customers, or program offices want them. But they just don’t get it done. If you don’t believe me type “the quick brown fox jumped over the lazy dog’s back” in the middle of your next status report. Then wait for an e-mail or phone call from anyone on the distribution list. Chances are that no one will even notice it. (It doesn’t count if you make it bold, red, or underscored.) Go ahead and give it a try.

Three key criteria must be satisfied before there is effective communication. Communication must be made at the right time, in the right way, and finally, it must include the right people. If any of these ingredients is missing, you have a problem.

The right time -- There’s an old joke about getting a mule to perform as wanted and the need to use a 2x4 to get its attention first. I am not suggesting the use of physical force--at least not at the beginning--but make sure you have your audience’s attention before sharing your message. Actionable communication needs to be delivered close to the time the action is needed. Make sure you clearly specify a due date, and then provide what’s needed to make the needed decision. If it’s too early, the message is either forgotten or “analysis paralysis” sets in. If it’s too late, chances are you will be seen as a poor planner and your date is almost certain to be missed. Some say timing is everything. I won’t suggest it will offset a poorly prepared message or lack of planning but I do believe it can make the difference between success and frustration.

The right way -- This is straightforward but not easy to get right. Simply said, understand how to communicate to your key players. Some will want a preread. Some will want a face-to-face meeting. Others will be fine with reading and responding to emails. Some want charts and some want tables. With this right, ask yourself if the value of the action is worth the wanted communication specialization effort. If the answer is yes, then do what it takes to get it done.

The right people -- There is usually more than one audience. One just needs to be informed. Another group makes the decisions, provides the funding, represents the customer, and resolves conflicts. The later group must be involved or you are putting the project’s future (and yours) in the hands of those that may not understand the question or the options. This group needs your attention and they need to be engaged.

So there you have it. If communication matters and it almost always does, then you need to make sure you have the three “rights.” The right time, the right way, and the right people. And remember to consider them the next time you hear “I want it yesterday!”