27 May Get me a good Project Manager May 27, 2009 By Administrator Account Project Management Ideas agile, excellence, itil, pmi, prince2, project management 0 We all hear it. "We need someone who gets it." What is it? How do I get some? Do I read and follow the Project Management Institute's recently published fourth update to the Project Management Book of Knowledge (PMBOK)? What about Agile, ITIL (Information Technology Information Library), PRINCE2 (PRojects IN Controlled Environments) and all the other approaches to managing change? For what it's worth, I think they all work. And I don't have any concerns that someone from PMI headquarters is going to trot out and rescind my PMP designation if I make that claim. In fact, as a Project Manager, I learn from PMBOK that it is my responsibility to apply the appropriate methodology and tools given the needs of the project. Let's face it - greater folks than I have observed "there is nothing new under the sun". All methodologies are trying to facilitate a change from current state to future state. If we choose our tools and methodologies appropriately and according to the circumstances, it is really much more important that we agree on the approach, rather then which model we have chosen. So what are the non-negotiables for a Project Manager to be considered succesful and prove that they get it? I have five must-haves that I just can't live without. Will review them next post. Related Articles Turnaround: Leading a Project Recovery It’s true! Most every failed project had an earlier phase as a troubled project. I will look at techniques a Project Manager can use to gain control of a troubled project and lead a turnaround. Does this sound familiar? The volume of identified defects has swamped testing or development or change control. No-one on the project team has a firm view of when the project will be finished. The budget is red and no-one knows how much additional work is still required. The customer is losing confidence and showing signs of buyer’s remorse. Team members are working excessive hours of overtime, email wars are breaking out, and personal relationships are unraveling. The Executive is no longer on the same page as to the status and outlook for the project. Vendor contractual misunderstandings are emerging and creating additional challenges. If you have a troubled project, crisis is imminent and your world needs to change. Sooner rather than later management will request increased and more detailed updates. Customers, team members, and other internal stakeholders, such as audit, will soon be checking old project emails and asking additional questions. Now is not the time to become defensive. You are the Project Manager, and now more than ever, the stakeholders need you to lead them through the turnaround steps to project recovery. Step 1 – Initiate Recovery Seek guidance from the project team, business owner, and corporate methodology on an appropriate approach to initiate recovery planning. This step shouldn’t bog you down. Equally important as the guidance gained, is the communication you share with the stakeholders. That is, “You are leading the team into project turnaround and recovery mode.” In order to understand the status of the project and the nature of the recovery required, interview key stakeholders and analyze key project documentation such as project org chart, Charter, Work breakdown Structure, Issue log, Schedule (planned and actual Activities, resources, assignments, timing, and costs), and Change Log. Ensure the Project Team and executive reflect on the status of the project as measured against the business case benefit. Many events have occurred since original assumptions and it is possible that changes in market needs, technology, and enterprise risk, et cetera, render the existing project as unviable. A very common mistake is to rationalize the continuation of a project due to the vast money and effort expended to date. Never use the amount of time and effort spent to date as a reason to continue a project with a broken business case – the money that has been spent can’t be recovered, however, it is possible that additional money about to be spent could be re-allocated to bring relatively more benefit to the organization. If the business case is broken, recovery is not possible, and your job as Project Manager is to ensure an updated business case is approved or the project is stopped. Step 2 – Planning Recovery Assuming that the Executive, Sponsor, and Project Team are in agreement with implementing a project recovery, it is time to gather the stakeholders in a series of planning sessions. It is crucial that all stakeholders are represented in the re-planning exercise and that they are representing their relevant departments in committing to the new estimates in the plan. The Project Manager has several levers available to make change over the original project plan. I recommend working each of the three levers below. Reduce Scope Facilitate review of the incomplete scope elements by the team. Identify and validate dependencies, resource requirements, and alignment to the business case. Request or impose a haircut to the scope of the project. Increase Schedule Seek deep clarity on the reasons and alternatives to any “drop-dead” dates articulated by stakeholders. Review duration estimates and resource leveling for the remaining work. It is common for team members to underestimate overall time required and to spread individuals too thin across numerous tasks. Unless the customer is willing to accept reduced deliverables, avoid planning backwards from a “drop-dead’ date as this is likely one of the factors that sent the project schedule into trouble in the first place. Increase Productivity Tailor the approach to meetings, documentation, bug tracking, task assignments, and overall communication for ways to make it easier to get the work done. A caveat – if the team is working on the wrong things or running into problems that impact others, now more than ever, it is up to the PM to surface these things and help to resolve. Now is not the time to tailor your approach by skipping status meetings or decreasing PM follow-up activities. As an output of the re-planning exercise a new plan must be built. To ensure the new plan will not fail, it must have buy in/commitment from all appropriate stakeholders; and it must be maintained and updated rigorously by the Project Manager. Step 3 – Execute the Plan Over and above the tremendous efforts from those doing the work, the success of the recovery depends on the persistent monitoring and tracking of the agreed recovery schedule and issue log. Avoid the noise - a good PM must repeatedly step-up and exert pressure to steer the team away from the many potholes that seem significant but in actuality, are not really blocking the path of the project. Conversely, the PM must be prepared to step outside their own comfort zone to influence stakeholders for the sake of the project when tasks are slipping or issues aren’t being resolved in a timely fashion. The essence of project recovery turnaround is to demonstrate leadership and renew the team with a refreshed analysis of the situation, a re-invigorated sense of purpose and shared commitment, and a clear and detailed plan to reach the end of the project. Finally, I note that I have not addressed reporting and metrics unique to project recovery. This will be covered at a later date. Stephen Wise Integration Professionals http://www.IntegrationProfessionals.com/ http://www.IntegrationProfessionals.com/Twitter/ The most powerful leadership skill an expert Project Manager needs for success No one can be an expert in all fields. A Project Manager is a skilled expert on leading teams to initiate, plan, execute and close projects. These are among the most important skills, but not the most powerful. If you aren’t feeling well you go to see your General Practitioner (GP). Your GP understands the big picture and upon identifying a specific issue or risk with your health may refer you to a specialist. In this analogy the GP is like a Project Manager – they do not need to be an expert in every field and one difference between okay GP’s and excellent GP’s is the speed and quality and follow-up related to the referral. All Project Managers will tell you that the most commonly used skill on a project is communication. However, neither communication nor planning are the most powerful skills in the arsenal. The true multiplier, the most powerful skill, is the ability to learn from others. The ability to learn from others enables the PM to absorb the nuances of the culture, mitigate the hidden risks of the processes, and allow for the complexity of the technology. When a diverse project team gets together it doesn’t matter who is the smartest or most senior in the room. What matters is learning from everyone’s skills and experience and channeling that back to the team so the whole is greater than the sum. The most powerful leadership skill is the ability to apply the greater whole in order to reach the objectives of the project quicker and with less risk of failure. Stephen Wise https://www.IntegrationProfessionals.com Team Building - Plea of the Project Manager The top global business challenge is hiring and developing the right team members to continue positive business growth, according to the 2011 edition of the PricewaterhouseCoopers (PwC) Private Business Barometer.[1] This report marked the second year that staffing dominated the barometer of business challenges, but it is merely the ongoing documentation of a problem businesses of all sizes face in the present talent market environment. Despite historically elevated global unemployment levels, businesses worldwide face a significant shortage of competent staff members. Firms that are unable to find the talent they need go to the market at a disadvantage. Firms with the right talent can secure additional market share, meet customer needs, and innovate for the future. How then can firms ensure that they are not left behind in the global talent race? It is not hopeless. There are a number of specific solutions employers can pursue to make themselves hiring leaders in their target talent markets. These solutions are not merely to throw money and perks at the problem. Instead, through the strategic implementation of hiring and competency development standards, organizations can set themselves apart as the discoverers and creators of an elite pool of loyal talent. This post is first in a series on Team Building for the enterprise. Stephen Wise www.IntegrationProfessionals.com [1] The PricewaterhouseCoopers (PwC) Private Business Barometer. Human Capital Magazine, May 5th, 2011. Retrieved August 1st, 2011 from: www.hrleader.net.au/articles/B5/0C0705B5.asp Re-Frame Project Success for the Strategic Business Project success is most often measured by answering two questions. (A) Did we meet the schedule goal? And (B) Did we meet the budget goal? A good indicator project success will improve over time is periodic review of the Time and Budget Dashboard by management. This approach is valid but not sufficient for framing project success over the long-term. Time and Budget Dashboard[/caption] It is very common that once a project is closed, it falls off management reporting dashboards. This is a serious mistake! Strategic success is dependent on the outputs of the project, not the inputs of Time and Budget. The outputs / benefits of the project are measured after project close and take the dimensions of customer satisfaction and business success. It will take several months or quarters after the project is finished until customer satisfaction can be measured. It will take even longer until business success can be measured. By re-framing the measurement time-horizons for projects and their outputs, we can provide more effective visibility and accountability at the management level for the strategic success of projects. The re-frame is to include medium-term and long-term results as part of project tracking and reporting. Team success can be measured in the Short-term. That is Time, Budget and other metrics such as scope, quality, stakeholder engagement, and others. Customer success can be measured in the Medium-term. Customer success is the metrics that indicate how well the product is meeting actual needs and how well the product is providing customer net benefits. Business/Strategy success can be measured in the long-term. Business success is the metrics that indicate how well the overall strategy is benefiting the enterprise, such as market development and risk profile. Measurement Time Horizons[/caption] Organizations have made great strides implementing project methodology and management reporting on time and budget. However a systemic flaw is introduced by reporting only short-term project success measures. There is correlation between success in short-term and success in the long-term but there is more to the picture. We need to re-frame and extend the time horizon for tracking project success to include medium and long-term measures. By linking Customer (medium-term) and Business (long-term) actual measures to project reporting we will gain improved insights on the projects that have either advanced or held-back the realization of strategic objectives. Stephen Wise http://www.IntegrationProfessionals.com/ How confident are you with the project forecast? As every project progresses through it's lifecycle, the team’s forecast will evolve. The forecast value may move up or down, however, the accuracy of the forecast should always increase. The basis for increasing accuracy is that all estimates are forecasts with some level of uncertainty and as the project progresses the unknowns/uncertainty will decrease. This holds for forecasting any of duration, work effort, or cost. There are two important concepts in the below figure: 1) We see the team’s forecast (solid middle line) moves up and down as time progresses; and, 2) the range in value between the High and Low Estimate decreases in steps at each phase. A key action for the Project Manager is to communicate to all stakeholders that early estimates have higher uncertainty. As part of communication with management and finance stakeholders, I usually ask for a reserve to be added onto my estimates based on the higher uncertainty of estimates and potential negative impact of risks. This amount can be progressively reduced and “given back” as the project progresses over time. Some types of projects inherently have high uncertainty during initiation and planning. For example, integration of custom software. When faced with projects involving high level of unknown, the Project Manger should use “Three-Point Estimating”. This technique will include the full range of possible values of the estimate and reduces bias that can lead to a highly optimistic or pessimistic estimate. I usually create custom fields within Microsoft Project 2010 to capture and calculate the three point estimates. The approach is also called PERT. The formula is PERT Estimate = (Optimistic Estimate + 4 X Most Likely Estimate + Pessimistic Estimate) / 6. Other project teams that work on a high number of similar projects will develop good enterprise knowledge for making estimates. An example would be an energy and gas company that knows 2 resources can lay pipe at 20 metres per hour and the material cost is $150 dollars per foot. Estimates in these situations can be very accurate, from an early stage. A Project Manager may have little control of the level of uncertainty or risk when handed a new assignment. However, appropriate application of the concepts above will lead to successfully managing and quantifying estimates of duration, effort, and cost. Stephen Wise www.IntegrationProfessionals.com 7 things to carry in your Project kit Here are 7 things to keep on your person or nearby that will help you excel as a Project Manager. 1. White Board markers A magic device that propels a conversation and creates a record. 2. Wristwatch Place a wristwatch in front of you so you can keep your eye on the time so that the important items get covered and you end meetings on schedule. Integration Professionals Project Kit 3. 2 kinds of Pain reliever - ASA and Ibuprofin Make a drawer in your desk available for your project team with necessities. Learned this one from a wedding planner. Could also include stain remover, candies, taxi chits. 4. Project contact list with email, phone, and mobile contacts Missing a team member?, late for a meeting?, need urgent help from an executive? – always carry a printout of your contact list with email and phone info. 5. Project Issue / Risk log , Schedule, Change Log, and Budget Summary Some people like to carry around a complete Project binder. I’ve boiled it down to a few key items that I update periodically – the purpose to have written notes to be able to give unplanned “hallway” updates if you bump into an important stakeholder. 6. Post-it notes and Black Sharpie markers See number one above and add steroids. Get all meeting participants working on a plan, issue, or risk concurrently, if appropriate. Keep one idea per note. Print in large block letters. Post on wall and re-arrange to suit. Use a camera phone to snap the results. 7. Coffee-cards for instant recognition Giving out $5 coffee cards just to recognize folks for attending a meeting smacks of desperation – but it is still appreciated. What items should be added to the list? Add your ideas by replying below. Stephen Wise http://www.IntegrationProfessionals.com/ Showing 0 Comment Comments are closed.