Project Manager as Enabler of Business Value

The roles and skills of IT professionals are shifting and project managers will be well served if they cultivate a personal brand of enabling business value. ...

... "enabler jobs such as business enterprise architects, business technologists, systems analysts and project managers will be most in demand in the near future. " ...

Via ITBusinessEdge: Skills of Future IT Org

Project Job Search

Here's a twist ... managing the job search as a project. Can we extrapolate that to managing your career as portfolio of programs? Interesting parallels. ...

... "And he knows that those same skills that produce corporate results are also personal assets. The discipline that brings in a major IT project on time can also guide personal projects such as the search for a new job. " ...

Via Network World: Dream job

Management Truths: Can You Handle It?

Jack says you can't handle the truth. But if you're ready, I highly recommend Stephen Robbins' excellent book, The Truth About Managing People... And Nothing But the Truth.

Robbins has sold over 2 million copies, and I can see why. In plain, simple language, Robbins outlines 63 truths, supported by evidence, stories, and examples. Each truth is only a few pages, so you can open the book up at almost any page and find a gem. The whole book is under 200 pages in a small paperpack format.

The 63 common-sense truths span the areas of hiring, motivation, leadership, communication, team building, conflict management, job design, performance evaluation, coping with change, and managing behavior.

A few good lessons (paraphrased):

1) Productivity usually breeds satisfaction, rather than the other way around.

2) When interviewing, don't go on traits. Instead probe about past behaviors (i.e. "Tell me about a time when you ....")

3) Put people in jobs that match their personalities.

4) Out of all the traits people have, conscientiousness is the most frequent predictor of success.

5) Specific stretch goals produce higher output than generalized goals like "do your best."

6) Not everyone wants to participate in setting their goals. It depends on their nature, ability, time available, and other factors.

7) Judge behaviors, not people.

8) There's something to be said for "looking the part of the leader."

9) Expect the best and people will deliver. Expect the worst, and people won't dissapoint.

10) Experience isn't always a good indicator of success.

11) There's no ideal leadership style. Directive or supportive styles can work in different situations.

12) Teams often create negative synergy. Beware of loafers. Be sure to identify and measure individual efforts as well as team efforts.

13) Honor the work-life balance. Give flexibility and options.

14) Beware of the quick fix. What works for one company or problem doesn't always work for another.

For many more, and further explanations and examples, read the book!

Job Satisfaction: Google Tops

Google tops the Fortune list of best places to work, driven by soft factors, such as employee job satisfaction. ...

... "Two-thirds of a company's score was based on what employees said about attitudes toward management, job satisfaction and camaraderie, and the balance came from company responses regarding demographic makeup, pay and benefits, management philosophy, communications, opportunities, diversity programs and the like. " ...

Via Reuters: Best Places to Work

Influencing People: The Project Manager's Secret Weapon

I recently attended a presentation on self-awareness and influence by Dr. Charles Dwyer, Academic Director of the Aresty Institute’s Leading and Managing People program in the Wharton School. I was so impressed with the presentation that I bought his book, The Shifting Sources of Power and Influence.

This book was a real eye-opener, and a jewel for anyone in project management. In the book, Dwyer states three major challenges we all face:

• Dissonant Value Systems (i.e. people’s conflicting value systems, made even more visible by the advent of the media, internet, etc.)
• Diffused Power (i.e. power being spread around in a matrix fashion, with more and more decentralization and special interest groups, etc.)
• Limited Resources (We all face a limited set of resources, made even more challenging by our lack of a mindset geared towards accepting tradeoffs, or a good mechanism to guide operational priorities)

Sound like any projects you know?

Dwyer goes on to caution that public statements, such as vision, mission, organizational values, etc. may be useful for articulating the values of the leadership or giving people a sense of structure, but do not in themselves change anyone’s value systems. Many leaders assume they can use these statements to change people’s value systems to match organizational values, but this is a myth.

What is needed instead is the ability to influence others by getting them to change their behavior to match your values. To do this, have a clear picture of what you want the unit to look like; set specific, measurable objectives; and insure that people have a way of achieving those objectives.

According to Dwyer, some tried and true methods include asking people for help, offering or implying something in return, or influencing indirectly (i.e. working through someone else who’s in a better position to influence).

Dwyer points out five guidelines for influencing people (I’ve paraphrased them):

1. Insure they have adequate capability (Do they know what to do, have the competence and self-confidence to carry it out?)
2. Address their perception of “Potential Value Satisfaction” (WIIFM or “what’s in it for me”)
3. Address their perception of the probability of value satisfaction (i.e. Do they trust you? You must build trust through visible examples.)
4. Address their perception of cost (Do this by giving them alternatives or a sense of options, and helping them understand the costs and implications.)
5. Address their perception of risk (Try to assume or distribute some of the risk. Don’t ignore it.)

These are the five things everyone weighs in their mind when someone attempts to influence them. In essence, the five elements (four of which are perceptions) make up an equation for behavior. We can influence people’s behavior by addressing this equation (I’ve paraphrased for simplicity):

Behavior=Capability + (Perceived Value * Trust factor) – (Perceived cost and risk)

These are just some of the gems of wisdom in Dwyer's book. He offers reams of memorable examples, often with a humorous style. With 90% of a project manager's job being communication (including influence), I highly recommend Dwyer’s book for project managers, or anyone in a leadership position for that matter.

Right Brain Project Management

I recently re-read Daniel Pink's book, A Whole New Mind. I noticed now that it's out on paperback, the subtitle changed from "Moving from the Information Age to the Conceptual Age" to "Why Right-Brainers will Rule the Future."

The latter is probably more accessible and gets to the heart of the book. The premise is that with more technical jobs being eliminated due to automation and offshore outsourcing, we're left clinging to the one thing that computers and offshore resources can't replace---the soft skills. It's not that offshore people don't have the capacity to do this, it's just not effective from a remote location.

The books specifically outlines Six Senses that are now required to compete in today's market (I'd add that these were always needed for effectiveness, but now it's a necessity for career survival). The Six Senses we need to build are:

1) Not just function, but DESIGN (the WOW factor)
2) Not just argument, but STORY (i.e. we need to be storytellers to make a good case)
3) Not just focus, but SYMPHONY (i.e. synthesis of complex relationships vs. heads-down analysis)
4) Not just logic, but EMPATHY (incidentally, the key trait in Daniel Goleman's Emotional Intelligence)
5) Not just seriousness, buy PLAY (fun leads to employee satisfaction, which leads to customer satisfaction and profits. Therefore, Fun=$ !)
6) Not just accumulation, but MEANING

FACT (not from the book, but relevant nonetheless): Per a recent management forum of 70 business schools, many of them are requiring less quantitative courses and more leadership courses. Also, a number of organizations are now recruiting design students instead of MBAs.

The key is that the logical, sequential left-brain stuff is still necessary, but we need to compliment it with the more contextual and feeling right-brain skills. With communication being 90% of a project manager's job, I'd say this directly applies to project managers as well.

Below is a link to Pink's book on Amazon...

Amazon.com: A Whole New Mind: Why Right-Brainers Will Rule the Future: Books: Daniel Pink

Comedy Keynote at PMI Tools Day

The Delaware Valley Chapter tools day on 4th November got off to a good start. Don McMillan describes himself as an engineer-turned-comedian and had the audience laughing out loud for an hour. His take on work, job types, marriage and life generally overlaid a serious theme - effective communication is vitally important. Humour can make the communication more effective - and poor use of PowerPoint can make it less effective. There is more on Don McMillan at his web site at
Technically Funny

21 Success Secrets of The Beatles

One thing I enjoy doing is studying excellence. There's something about unique, extraordinary human achievement that I find fascinating.

I love studying it, dissecting it, and extracting lessons from it. It's what attracted me to write about Napoleon. It's what led me to explore lessons from Einstein. And it's what leads me to dive into lessons from The Beatles.

Like them or not, nobody can argue that The Beatles didn't achieve amazing feats. I doubt there will ever be another musical group that could rival them for sheer impact on the music scene and the world.

They were the first pop artists to record in stereo. They were the first band to experiment in the studio. They were the first band to list lyrics on their album. The list goes on and on.

But what made them so successful? And are the lessons applicable to building successful and innovative individuals and teams in business? Here are 21 lessons that answer definitively "yes."

1) Focus on Strengths - They focused on their strengths, doing what they do best (songwriting and performing).

2) Engage a partner - They got help (from Brian Epstein, their manager, and George Martin, their producer). They couldn't have achieved such heights on their own.

3) Differentiate! - They dared to be different, whether it was their suits, their hair, the instruments they experimented with, their neverending search for new chords, and so on.

4) Have key values - They stuck to principle themes, such as love, peace, and the search for truth.

5) Adopt a cause - In the band and in their solo careers, they always had a cause that they were passionate about, whether peace, vegetarianism, eastern philosophy, or some other passion.

6) Worship change - They weren't afraid to change, even in the midst of success. At the top of the moptop craze, they changed their style, then they changed again with Sergeant Pepper, which was a virtual celebration of change.

7) Broaden your horizons - They continuously sought self-growth, learning new philosophies, new chords and instruments, etc.

8) Be passionate about everything you do. They treated each deliverable (i.e. song) as THE hit, which is why their "B-sides" did better than most people's A-sides.

9) Embrace conflict - They readily embraced creative conflict and friendly competition. It was precisely the conflict and competition between Lennon and McCartney that made each of them strive for new heights.

10) Keep moving - Fast! - They recorded constantly, always looking for some new and unique angle. They recorded first and asked questions later.

11) RMF (Risk Magnificent Failures) - They experimented with new chords, new concepts, and had some celebrated failures (Revolution #9-although some liked it; the Magical Mystery Tour Movie, in which they filmed everyone on a bus in the hopes that something neat would happen--nothing did). In a sense, each album was also an experiment in some way.

12) Aim for the Skies - They thought big ("To the toppermost!" they used to say) and they believed it! Similar to Napoleon Hill's principles in Think and Grow Rich, they aimed high and got there.

13) Talent matters - When all is said and done, they had the right talent. All the other elements wouldn't have helped if they didn't have a natural talent for music. Luck helps, but if you have the right talent in the right job, the luckier you get.

14) Use your whole brain - They used the left and right sides of their brain---using the right side when freeflowing creativity and innovation were needed, and the left side when the proper structure was important.

15) Have Fun!!! - Above all, they had plenty of fun, and even stressed the importance in the song "She's Leaving Home" (about a girl who left home to explore "something inside that was always denied for so many years---She's having fun, bye bye.")

16) Never Conform - They didn't conform to standard education, which led to their unorthodox style. In fact, I've noticed most great pop musicians hold their instruments "the wrong way." Tom Peters pointed the same thing out about great Tennis players and their rackets.

17) Field the right team - They were built for synergy -- each were different but shared the same values. The whole was truly greater than the sum of its parts.

18) Get noticed! - They wouldn't have gotten anywhere if they didn't get noticed in the first place. How did they get noticed? By playing in public, where they could get noticed. This should stress the importance of networking. Be seen.

19) Prototype and Test! - They prototyped and tested zillions of versions of their songs. For each hit, there were about 20 alternate takes in different styles and genres. And they practiced each version over and over.

20) Study the greats, Then forget them. - They didn't begin in a vacuum. They studied their idols, such as Chuck Berry, Carl Perkins, Fats Domino, and others. If you want to succeed at something, a good place to begin is studying those who have succeeded before. But then make your own way, just like The Beatles did. Carve your own niche.

21) Be Authentic - They were authentic to who they were - British lads from Liverpool.They could sing colorful lyrics about places like Penny Lane and Strawberry Fields, and could talk about TV shows like "Meet the Wife" ("It's time for tea and Meet the Wife" from "Good Morning"). They could sing about these things because it's who they were, not because they were trying to be cute or clever. It's important to be true to who you are, not who you'd rather be.

Project Management Texas Style ...

The plan is made. The team is resourced. The baseline is set. ... Help the team have fun and focus. ... Project management inspiration from a great coach.

... "The game planning is over and I don't need to motivate this team. My job now is to settle them down so they can relax, have fun and focus when we need to focus. They can laugh and dance in the locker room but to win we need to balance being confident and focused. " ...

Via Every Game Counts: Texas Coach Mack Brown Blogs about the 3 Things that will Determine a Longhorns Win against the Buckeyes ...

RadioShack's Latest Move: A New Low

With the recent news that Radio Shack notified 400 employees via e-mail that their jobs were being eliminated, it seems that corporate America has reached a new low in terms of employee relations.

Meanwhile, the company's stock went up. Go figure.

Planned job cuts, firings, call it what you will, it's just a lack of human decency and an affront to good leadership to handle it in the way that they did. It's one thing to make a company decision to have a reduction in force, but quite another to blatantly show a lack of respect for human beings, treating them like cattle (apologies to animal-rights activists).

Compare that to the stellar human relations of organizations like Starbucks. RadioShack should be ashamed of themselves.

Leadership gurus from Tom Peters to Bud Bilanich are having a field day with this one.

RadioShack uses e-mail to fire 400 employees as part of planned job cuts ajc.com

Move Over PMP: PMI Announces Program Manager Credential

As reported in PM Forum, PMI has announced their new Program Manager credential, which looks to be like a PMP on steroids.

Earning the new credential will be like passing the seven trials of Hercules, with education reviews by PMI staff, reviews of experience by a panel of program managers, a multiple-choice scenario-based exam, and an assessment by a team of raters selected by the candidate to rate them during on-the-job program management performance.

Any guesses as to what the new credential will be called? How about PME (Program Manager Extraordinaire) or KOAPM (King of All Program Managers - oops, that wouldn't work for female program managers). Maybe SPM (Supreme Program Manager)? Hey, we get enough jokes about the PMP acronym, why don't they continue the trend and use PMS (Program Management Specialist)?

I better quit while I'm behind.

In all seriousness, it's good that the credential will require such a rigorous application process. With so many organizations virtually guaranteeing "instant PMPs," this one should have quite a bit of prestige.

While the PMP certification assures a solid foundation of project management knowledge, this one should give organizations the confidence that the certified program manager is indeed worthy of managing large programs (although nothing is foolproof).

Here's the full article on PM Forum, where they list PMI's stated qualifications for certified program managers. One might argue that a senior project manager should have the same qualifications (although PMI's FAQ page attempts to distinguish the project manager role from that of the program manager).

PMFORUM, Connecting the World of Project Management PMFORUM Breaking News: PMI INTRODUCES PROGRAM MANAGER CREDENTIAL

Project Manager Toolbox: Google Spreadsheets ...

Had a chance to test out Google Spreadsheets today and think they did excellent job with the beta. Feels like working with the client copy on the desktop. Can you imagine maintaining project documents (financial projections, issues lists, etc.) with a team --- collaboratively and securely using the internet from anywhere in the world without needing your own internal infrastructure --- servers, software. I am sure there are bugs and deficiencies, but this is clearly an inflection point in the IT industry. Kudos to Google for getting there first!

Project Manager Toolbox: Google Spreadsheets ...

Earned Value Management Trends, Best Practices, and Pitfalls

A few weeks ago, I commented on Part 1 of a three-part series on Earned Value Management on Projects@Work.

While Part 1 set the stage and illustrated some of the challenges of EVM, Part 2 of this excellent series offers some excellent case studies and learnings.

For instance, the US government agency, OPM (Office of Personnel Management) cites the following critical success factors:

- Continuous executive sponsorship (not just up front)
- Committment to funding for adequate tools and training
- Adequate allocation of project managers' time to manage using this system
- Piloting EVM in a small group of projects to illustrate success and fine tune the details
- Not underestimating the culture change management required, involving employees, managers, and timekeepers. Regularly maintained training and job aids are critical.

Another organization, Inter-Coastal Electronics, cites having shallow, simple WBS templates in their ERP system as a key success factor. They claim that a WBS that's too granular becomes too difficult to manage. I couldn't agree more.

I highly recommend this series to anyone attempting to introduce Earned Value Management in their organizations.

http://www.projectsatwork.com/content/Articles/230753.cfm

Organizational Project Management; Why Should CEOs Care?

Paul Dinsmore and Pedro C. Ribeiro's article in Chief Project Officer talks about why CEOs should care about project management. He lists several areas where project management can directly impact the bottom line, including working capital, sales growth, and profit margins.

People are beginning to realize that project management is much more than managing individual initiatives; it's about transforming everything an organization does into a project-based approach.

In the article, Celina Antunes, CEO South America Region for Cushman & Wakefield Semco comments:

“For decades, project management has been a discipline in engineering, construction and other industries, where a key management skill has always been the ability to complete a job on time and on budget. Yet it's only been in recent years that the discipline has moved to its current status as one of the leading reasons for success in some of the world's best companies. When you need an outcome done right, on time, and within a budget, you definitely need project management to assure results”

Of course, to be truly effective, this requires a strong committment to becoming a "learning organization." Here's an excerpt from another quote, from Robert Cook, former CEO Latin America for Unisys Corporation:

“The importance of excellence in project management could not be over rated. I would guess that all of us as senior operations people have been involved in projects that have created shareholder value and those - that have reduced
shareholder value... We need to be in a continuous learning process. A well structured lessons learning process in project management is key to seamless execution and ensuring that the direction of the project is correct from the beginning of the effort”.

For the full article, read on...

Chief Project Officer: Why Should Project Management Matter to CEOs?

Laws Of Project Management

Although I found this article under jokes at funnymail.com, some of these are no laughing matter. A few of my favorite "laws" of project management include:

1. No major project is ever completed on time, within budget, with the same staff that started it, nor does the project do what it is supposed to do. It is highly unlikely that yours will be the first.

2. The effort required to correct a project that is off course increases geometrically with time.

Corollaries:
a. The longer you wait the harder it gets.
b. If you wait until the project is completed, its too late.
c. Do it now regardless of the embarrassment.

3. Anyone who can work effectively on a project part-time certainly does not have enough to do now.

Corollaries:
a. If a boss will not give a worker a full-time job, you shouldn't either.
b. If the project participant has a time conflict, the work given by the full-time boss will not suffer.

4. Projects progress rapidly until they are 90 percent complete. Then they remain 90 percent complete forever.

For more Laws of Project Management see:
The 15 Laws Of Project Management

CIO Role: Innovate or Perish ...

Much of the information technology (IT) organization is becoming a commodity, and, like many in the IT profession, CIO's know that they must innovate or perish in the capabilities and services that they as leaders deliver to an enterprise. The CIO role is evolving and there is a trend underway to expand the role into shared services leadership, chief process improvement officer, and other job variants. United Airlines CIO expands his horizons and, hopefully, the career paths of the IT organization. ...

... "Garry Kelly, who is currently serving as United's chief information officer, will assume additional responsibilities. Kelly will assume oversight for enterprise-wide strategic sourcing and continuous improvement, in addition to his information technology responsibilities. He oversees all aspects of information technology functions at United, including corporate IT strategy, applications development, technical operations, information security and infrastructure planning. In addition, he is also responsible for industrial/process engineering and the operations research functions at United. Kelly will report directly to Glenn Tilton, United's president, chairman and chief executive officer. He is replacing Rick Poulton, who has elected to leave the company. " ...

CIO Role: Innovate or Perish: Via United Airlines: United Airlines Expands Chief Information Officer Garry Kelly's Role ...

Project Team Morale Makeover

Does your workplace and/or project team suffer from morale issues?
You may need a morale makeover. This article suggests the following:
1) Become clear on what you can control - you can control your attitude and set an example, when and how you communicate, etc.
2) Love the ones your with - appreciation is the #1 motivator (remember my blog on making a big deal out of being 50% complete - find a reason, any reason, to say thanks and good job and please make sure you are sincere or don't bother)
3) Communicate - listen up! Try saying, "tell me more". Listen to ideas for improvement. You might be surprised.
4) Create meaning, purpose and passion. Einstein observed we are the happiest when we are doing something exciting and meaningful. Happy people = productive team members. Make sure people know why their hard work matters.

Thanks to the Childcare Business for the great article, Morale Makeover and to http://schwendt.com/html/einstein.html for the photo!

Project Management Training: Experienced Workers Wanted ...

Tom Peters' recent presentations (see Tom's slides in his sidebar) point out the age demographics shift as a major growth opportunity for today's companies looking to innovate. Combine that with the insights from this article and we should see an upswing in project management and related training services. Tailor the services to the mature segment of the workforce and you could differentiate in a saturated market for PM training. I better brush up on my teaching skills ...

... "The company also offers all its tech workers, regardless of age, skills certification and training opportunities, including project management classes that can enhance older tech worker's existing skills base. " ...

Project Management Training: Experienced Workers Wanted: Via InformationWeek: Keeping Older Tech Workers On The Job Longer ...

Integrity is Job One

Integrity not only means that your actions are aligned with your words, it also implies that both are ethically bound. Most importantly, it implies 360-degree accountability, meaning that you are accountable above, below, and sideways, in the organization.

That's not to say you can't make a final decision (and indeed you must), but you need to observe, listen, and consider all angles and impacts before making what you feel is the right decision for the organization. And, for real success, you need to do it quickly. This is done easier in an environment of decentralized-decision making, operating under a set of basic guidelines and high level objectives.

When operating in a more autocratic environment, it can be challenging, especially if the orders conflict with your better instinct.

Here's a great quote I came across in a Tom Peters presentation. The quote comes from Colonel John Boyd, the legendary fighter pilot who founded the concept of OODA loops (Observe, Orient, Decide, and Act), which also helped organizations like Toyota become so successful.

“If your boss demands loyalty, give him integrity. But if he demands integrity, give him loyalty.”

-- BOYD: The Fighter Pilot Who Changed the Art of War (Robert Coram)

This is a motto we should all carry with us.

IT Strategy Dream Job ...

Finally found my dream job ... SAP IT Strategy, Beer ... Only problem, it's complete. ... Andrea Stercken writes about the ERP modernization program at Krombacher Brewery, where the SAP suite was implemented to centralize systems and serve a broad set of standard business processes with transaction processing and business intelligence. ...

... "The brewers from Germany’s Siegerland have taken an important step along the way to their IT strategy with the new applications. At the end of 2005, Krombacher completed the conversion from SAP R/3 to mySAP ERP. " ...

IT Strategy Dream Job: Via SAPInfo: SAP in the Brewery ...

Deming on Project Management

It's hard to believe it's been thirteen years since the death of W. Edwards Deming, the father of quality. I was fortunate enough to have met him several times, as my wife used to promote and coordinate his seminars.

In reviewing Dr. Deming's 14 points, many of them seem especially relevant to project management. I'd like to point out just a few:

Point #5 - Constantly improve the process of planning, production and service - this system includes people

We need to constantly be aware of what's working in our processes and what isn't. We need to be especially considerate of the impact on people -- our project managers, teams, and customers. Everyone wants to do a good job. As leaders, we need to be enablers and not barriers.

Point #8 - Drive out Fear

Napoleon once said "There are two levers for moving men --- interest and fear." We need to find a way to do the latter.

Point #10 - Eliminate slogans/targets asking for increased productivity without providing methods.

Deming often spoke about the dangers of "management by objective" without clear methods for achieving those objectives. As project managers, it's critical that we obtain clear objectives from our sponsors and relay those objectives to our team. However, it's just as critical that we insist on and relay to our team just how it is we will achieve those objectives. Otherwise, our objective is a foggy dream.

Two of the most overlooked words in the vocabulary of project managers and sponsors is "why" and "how," but we're very good at the "what." Unfortunately, it's addressing the first two that makes us successful.

Read on for Deming's 14 points and Seven Deadly Diseases. I'd say that most, if not all, are still very relevant today, and perhaps even more so.

Demings 14 Points

Project Blogs; A New Way of Communicating

Since communication is 90% of a project managers job, and one-way email blasts and static web-sites have proven to have limited benefit, there must be a more effective way of communicating in today's rapid-fire environment. And you're looking at it.

Blogging is fast becoming a standard tool in project management. It can be used for sharing information during requirements analysis, communicating globally, offering podcast updates, daily tips, or any number of areas where fast and daily communication is needed---which is most of the time.

The best thing is, unlike email, it stays up on the web, where people can see comments posted against the blog, and can search for specific keywords or topics. It's also a good way of encouraging crosstalk among project stakeholders. And with tools like Audioblog, you can even integrate audio and video if needed.

The brief below shows two specific examples of project blogs in action. I'd love to hear from others who are using blogs for their projects, and how they're working out.

Using Blogs for Project Management

Project Failure Rates Soar; Blame the Estimates

How many times have you heard these statements from management?

"I didn't call this meeting to discuss whether we can meet the deadline. We're here to decide how we're going to meet it."

"What we've got to do now is to roll up our sleeves and do whatever it takes to get the job done!"

"I agree with you in principle, but this project is so urgent that we just don't have the luxury of doing it right."

These statements are all referenced in an excellent article by Conrad Weisert, titled "The Burden of Proof in Estimating." He attributes it to the fictional "Management By Cliche Handbook," but the statements and the poor results they usually lead to are anything but fiction.

With project failure rates not much better than they were five years ago, this article validates what I've been saying for a while: Most projects that run over budget do so because the original unrealistic estimate was provided under pressure from management.

It's critical that a project manager defend the right plan and negotiate tradeoffs in scope, time, or cost accordingly. Perhaps the best approach, and most consistently effective one, is to timebox the scope, aiming for realistic, phased deliverables.

It's also important when submitting a budget estimate, that the correct level of accuracy is stated (i.e. plus/minus 25%, or whatever is appropriate). PMI offers some guidelines, but those are just that---guidelines. A detailed bottom-up baseline estimate should only be provided after a detailed schedule is developed.

The bottom line is this. Weisert has a very simple principle: "In assessing the credibility of a project estimate the burden of proof falls on those who claim it can be done." This is sage advise. For the full article, read on...

Burden of Proof in Project Estimating

For Project Success, Every Job Counts

One thing project managers (and senior managers) often overlook is the importance of the value EVERY team member brings to the project. We need to recognize, cherish, and reward these efforts. But often we don't. Perhaps it the American culture.

Consider this intriguing statement from the chairman of a Japanese electrical manufacturing firm, courtesy of Louis E. Boone's Quotable Business...

"The U.S. puts its best young minds to work in staff jobs and has for years. Bright people have gotten the message. They avoid line jobs. Japan, on the other hand, wants its brightest men [and women] in line jobs. After all, that is what manufacturing is all about. Our people understand that while we may rotate them from line to staff, and vice versa, line jobs are critical for what you in America call fast-track executives."

While project managers need to work within the culture of the organization, the one thing we do have control over is the approach that, when it comes to our project, every job counts.

Project Management: A Global Career Opportunity ...

It's clear that all around the world, the project management career path is seen as a growth opportunity for the future. Valerie Khoo explores the project management career. ...

Project Management: A Global Career Opportunity: Via The Age: The perfect job for organised people ...

... "Markus Meier-Lindner, corporate services manager for the Australian Institute of Project Management, says project management is a growth area. Dedicated project offices are already established at many organisations as they seek to manage whole portfolios of projects simultaneously, he says. " ...

Communications Newsletter for Project Managers

Since we all know from PMI that communication is 90% of a project manager's job, why don't more project managers focus most of their self-improvement efforts in that area?

Several months ago, I subscribed to an excellent communicatons newsletter from Ragan Management Resources. It's an 8-page newsletter chock full of tips, anecdotes, and ideas for anyone who needs to communicate in their jobs--and that certainly applies to project managers.

I've found it invaluable, and among all the project management publications I read, this is where I get most of my ideas from.

The website is below. You can view a sample issue and test out a trial subscription. The full subscription is $109, but well worth it. And no, this is not a paid advertisement.

Communication Solutions

Project Management Jobs

Looking for a job in project management?

Post your resume for free on the Project Management Institute (PMI)'s website.
Browse jobs by state, province, or industry without logging in!
The site has about 3,700 resumes, 200 job openings and over 4,000 registered employers that search the site.
There are also career links, tips and tools.

Happy hunting!
Go to Link

Source: Nov 2005 edition of PM Network (PMI's mag)

Project Managers as Facilitators - 10 Tips

Although this is PMThink!, we have to admit that the PM is not the only person expected to think on a project. Sometimes the PM even needs other experts to think within a timeframe and do so as a team. This is especially when being a good facilitator is a good skill for a PM to have.

Being a good facilitator often includes:

1) Make sure the environment is set-up right for the work (post-it flip charts, enough light, etc.)

2) Kick-off the meeting right (ideally you will have sent these prior to the meeting)

• Allow time for introductions if people are new to one another
• Review basic ground rules, get buy-in and/or adjust as necessary (e.g., turn off all mobile devices, silence is concurrence, only one voice at a time)
• Present the meeting objectives, get buy-in and/or adjust as necessary
• Present the agenda with proposed timeframes and get buy-in and/or adjust as necessary

3) Invite the team to get started according to the agenda

4) Guide the group carefully; do NOT voice your personal opinion unless you are acting as a facilitator/subject matter expert rather than "only" the facilitator; if you are a good facilitator people will generally feel that they didn't actually need you!

5) Encourage everyone to contribute; monitor people's reactions - encourage people to talk if their facial expressions indicate that they may be confused or if they disagree, etc. Some people aren't extremely comfortable speaking-up in a group setting but will when prompted.

6) Watch the clock but allow good discussion to continue as needed

7) Put items that require follow-up or can't be resolved in the time allowed on a "parking lot" list

8) If applicable, divide the group into teams to solve problems, bring them back together and allow the "team captains" to explain each solution. Then, have the team discuss the two solutions until one is reached. This can encourage teamwork and increase the speed to a solution, especially for a larger group.

9) Determine next steps as a group; review parking lot items and ASK who would like to own each task

10) Let the team know that they did a good job. Thank everyone for their participation. Encourage them to let you know how the meeting could be improved in the future.

See also: http://www.fao.org/Participation/ft_faclt.jsp

Managing Project Stakeholder Expectations; Four Principles

Managing stakeholder expectations can be the most challenging part of a project manager's job (and is often cited as such in surveys). This is especially true when everyone wants their needs met, and some of those needs are unrealistic, unreasonable, or just aren't appropriate.

Allan Holmes has written a excellent article in CIO magazine about how to manage even the most difficult and demanding of stakeholders. He boils it down to four key principles:

1) Define Expectations Internally
2) Establish Rules of Engagement
3) Deal with Doubters
4) Not everything is negotiable

See the full article below for a good case study and an explanation of these principles and how they're used.

The Four (Not Three, Not Five) Principles of Managing Expectations - Editorial - CIO

Top 10 Project Management Quips

It's not quite David Letterman, but here's a top 10 list of project management one-liners, selected from office-humour.co.uk.

1) If everything is going exactly to plan, something somewhere is going massively wrong.

2) Everyone asks for a strong project manager - when they get them they don't want them.

3) A project is one small step for the project sponsor, one giant leap for the project manager.

4) Some project finish on time in spite of project management best practices.

5) The person who says it will take the longest and cost the most is the only one with a clue how to do the job.

6) The nice thing about not planning is that failure comes as a complete surprise rather than being preceded by a period of worry and depression.

7) The bitterness of poor quality lasts long after the sweetness of making a date is forgotten.

8) What you don't know hurts you

9) A change freeze is like the abominable snowman: it is a myth and would anyway melt when heat is applied.

10) You can con a sucker into committing to an impossible deadline, but you cannot con him into meeting it.

For more of these, see the link below...

Jokes, Photos, Funny Stories and Office Humour - office-humour.co.uk

Project Control and Leadership; The Two Faces of Project Management

There are those who think of project management as primary a control function (i.e. controlling cost, schedule, scope, etc.). Then there are those who view project management as primarily a leadership function--leading and facilitating a large team to complete mission-impossible milestones and removing barriers as fast as they appear.

Well, in reality, it's a little of both. But to really be effective in the latter, it's often helpful to have some assistance in the former. I've mentioned this before but it's worth mentioning again. If it's at all possible to have a separate person handle much of the project control and administration funtions (owning the issues list and risk list, maintaining the schedule, handling project accounting, etc.), it'll make it that much easier for the project manager to be successful with the all-important job of leading the project. This is especially important for large projects.

All to often, project managers get so caught up in the "mechanics" of project management that they forget to actually manage the project. This doesn't mean the project manager is oblivious to the issues list, risks, and schedule, merely that a separate person maintains these items. On the contrary, analyzing the schedule, issues and risks are a key part of leadership.

Increase IT Career Opportunities with Certifications & Education

This July 2005 article titled, "IT Certification: Increasing Women’s Career Opportunities" really could apply to anyone who may feel they aren't being taken as seriously as they should be. Some key points:

• For whatever reasons, there are STILL few women in senior IT and business roles
• Respected and relevant certifications/education can help to establish credibility and increase leadership opportunities (the key words are respected and relevant - if your company doesn't respect a Master's in Liberal Arts from City College, it probably isn't going to get you the corner office at THAT firm, but it may help you find your next job at a firm that values education in general; perhaps a Master's in Comp Sci or a certificate in Project Management from PMI (yes I am biased) would be more respected by your firm and relevant to your job, for example, and hey, it doesn't take as much time to achieve either)
• Most respected certification programs demand continual education and training for retaining the designation (PMI's Project Management Professional (PMP) is no exception)
• IT security and governance programs are reaching the top levels of organizations today - who are they going to choose to lead these important efforts? Someone with a string of respected and relevant certifications or not?

The answer is clear. Eat your alphabet soup - but pick out only the respected and relevant letters.

CertMag.com IT Certification: Increasing Women�s Career Opportunities

Project Scheduling on the Back of a Napkin

I'm sure most of you have come across the old curmudgeon who says "I could have planned that on the back of a napkin and done a better job." Well, in some cases, that may just be true.

I'd go so far as to say that a rough schedule done on the back of a napkin by someone who's been around the block is more reliable than a detailed project schedule in MS/Project by a rookie, or even a mediocre, project manager. I've seen it done. Hell, I've even done it myself in the past (and came up with better results than the PM assigned to the project).

Bu don't try this at home, folks. I'm not saying that this is an effective or even a correct method of scheduling projects. I'm merely illustrating the importance of experience and good analytical skills. So, if you lack experience in the area that you're managing, be sure to include the subject matter experts and ask them to point out all the issues and pitfalls!

Managing Superstar Project Teams

In case anyone missed it, Computerworld ran a great article in August about the nuances of managing virtuoso teams. These teams are usually pulled together for a high profile, short duration project, where they are co-located and given carte blanche to break the rules and get the job done. Typically done in a skunk-works environment, the focus is usually on major milestones, with a weekly or even daily schedule posted for all to share.

The key is to get the best people you can on the project, which also means that a special type of leadership is called for in order to manage people that are used to working independently. Check out the article, which talks about some of the particulars of managing such a team.

Throw Out the Rules - Computerworld

Project Communication Handbook & Tools

Communication is key on every project. Sounds like a cliche doesn't it?
Since by definition a project is temporary and unique, that means that:

• A lot of communication needs to happen in a finite period of time
• Between people who probably never had to communicate as a team
• Around something that has never been done.

No wonder projects aren't easy (and why project managers - the communication facilitators - get paid the big bucks)! [Note: that was an attempt at humor.]

PMI says that 90% of a Project Manager's job is communication, so check out these communication handbook and tools from the California Department of Transportation (Caltrans) to help you in your quest to have effective communications on your project.

Caltrans - Project Management - Guidance - Communications

5 Tips to becoming a Great Project Manager

1) Create a sense of urgency
2) Don't under- or overestimate
3) Stay on top of things
4) Keep internal and external dates a secret
5) Be persistent

This is not a job for people with thin skin. (I couldn't agree more!)

For more see: Webgrrls International

Project Management: Organization Model Barriers

Project Management: Organization Model Barriers: Via Project Portfolio Management (PPM) Today: Future States Section 2 (Job Description Syndrome)

Demian Entrekin, CEO of Project Arena, writes about the challenges of hierarchical organizational models (departments) and discusses the barriers associated with projects and project management. Combine these organizational barriers with the murkiness of resource availability and no wonder why project success rates are weak ...

... "Projects typically engineer change. They are transformative by their very nature. Whether the goal is a new product (or service), an enhancement to an existing product or a new customer, projects drive change. The goals of projects can be difficult to define in a way that clearly aligns with the goals of the departments. " ...

Project Management Job Fair ...

Project Management Job Fair: Via Charlotte Observer: On The Move

... "Metrolina SkillFest Job Fair. Sponsored by the Metrolina Chapter of the Project Management Institute. 6:30-9 p.m., Sept. 23, Embassy Suites Hotel, 4800 S. Tryon St. " ...

Project Blogs; The New Standard For Project Communications?

According to PMI, project communications is 90% of a project manager's job. And what better communications tool do we have today than weblogs (or blogs)? Imagine everyone on your project team, and all project stakeholders, entering daily updates in a vibrant project blog site.

What better way to communicate project status to a broad group-- not only adding blog entries for periodic status reports-- but having entries with links to project documents, entries for issues, updates, or anything else going on with the project. It also allows for reader subscriptions, easy searches, and categorization of information. Best of all, with today's tools, it's a cinch to create.

More and more project managers are starting to create weblogs for their projects, and have been reporting great success. For more info, check out this article from InfoWorld on publishing a project weblog...


Publishing a project Weblog InfoWorld Column 2003-03-28 By Jon Udell

Project Management Soft Skills; Communications, Conflict Management, Ethics, and More

With all the focus on project management techniques, such as planning, scheduling, cost management, etc., it's easy to forget that communication is 90% of a project manager's job. And that includes conflict management, resolving ethical dilemmas, team building - all the soft skills that can make or break projects.

In fact, most project failures are in some way tied to a lack of communication. I've seen many projects where all the techical stuff was done right, but the project was perceived as a failure due to poor communication. Likewise, I've seen project where one mistake after the other was made, but the project was seen as a shining success because it was well communicated.

The site below offers a wealth of valuable articles on the soft skills of project management, including communication, conflict management, ethics in project management, organizational development, and more. Perusing these articles would be time well spent by any project manager or leader.

Point Lookout Archive by Topic - Chaco Canyon Consulting

Agile Development vs. Big Design Up Front (BDUF); Don't throw the baby out with the bathwater

Darren Hobbs, in his blog, makes a good point that sometimes people design to leave everything to chance just because much is unknown early in a project.

Even though the traditional BDUF method (Big Design Up Front) often isn't effective on IT projects (where much is discovered as the project progresses), that doesn't mean that we don't still need to spend time doing requirements analysis and planning for what is knowable.

Like anything, there's a happy medium. I saw someone else refer to the proper way to handle it as EDUF (Enough Design Up Front).

I still like the Rolling Wave approach for most IT projects, where the whole project is planned and approved at a high level, but each phase is planned in detail (and re-baselined as appropriate) as the horizon approaches. It's a realistic and flexible approach that's proven successful. Of course, sometimes BDUF is quite appropriate. We just need to use the right approach for the job at hand.

Here's a link to Darren's blog...

Darren Hobbs: Analysis is not BDUF

Project Management a Dream Job

So says Salary.com. See, all you project managers have been working in a dream job and didn't even know it! In all seriousness, where else can you find a job that's in such demand, brings value to a wide variety of organizations and industries, is a vital life-skill to boot.

Salary.com says:

"Project managers are key employees in every industry and all types of companies, all over the world. Project Management itself is rapidly becoming one of the most important processes within a company."

Whether you're looking to get into project management, or are already a project manager and want to feel good about your career choice, you'll find this writeup at Salary.com interesting. It explores the ideal traits and skills for a project manager, as well as typical salary levels.

Dream Jobs Project Manager: "Project Management itself is rapidly becoming one of the most important processes within a company."

Presentation Skills for Project Managers

Perception is reality. A project manager can be great at the "science" of project management, and yet still be perceived as ineffective. Often it comes down to a simple lack of presentation skills. After all, communication is 90% of a project manager's job, according to the Project Management Institute.

Here's a great site with tips and techniques for those who struggle with giving presentations. And it's geared towards Chemical Engineers, many of whom are "communicatively challenged" (how's that for political correctness).

Presentation Skills