Sept 24, 2007 – Starting Over

I survived the first week at my new job. Starting over can be exciting and a bit scary. Having survived nearly 15 years in the consulting industry, I am no stranger to rebooting my work experience. Actually, I even wrote an article for Computerworld about the topic (The New Guy's Guide to Building Trust).

Upon reviewing the list of 10 steps in the article, I think I’m off to a good start. I issued meeting minutes, started identifying preconceptions and even created an informative status report. With this new adventure I have discovered a couple of other steps to add to the newbie list.

Don’t Burn Bridges. It truly is a small world. I have run into several people from previous workplaces that have either worked with me or with someone who knows me. Fortunately I can work with almost anyone and know enough not to make enemies. Had I been a jerk to any of these people I would be paying for it now.

Don’t Jump the Gun. Like a runner, you need to be careful to not leave the starting block before the pistol is fired. Within the first day or so at a new client I began introducing myself to the extended team as the project manager. It soon became apparent that there were already two project managers on the effort and neither one of them knew I was coming. That was just a little awkward. Check with your management to make sure the announcement has been made before you step on anyone’s toes.

Know the Currents. On a camping trip to Martha’s Vineyard as a teenager we visited a beach with a riptide, a dangerous current that runs parallel to the beach. As you swim, you may think you are heading straight out from shore when in reality the current has pushed you 100 yards away. The best example of this in business came from an advertisement friend of mine.

While working a deal at a new client, one of the female executives asked if his company had done the ads for product X. In fact they had actually won awards for those ads and proudly said so. The executive said, “Those are the most sexist, degrading ads I have seen and there is no way we will be doing business with the company that created them.”

Deliver Value Quickly. On your first day start thinking about your status report. What are you going to put on it at the end of the week? Whoever hired you took a chance. They will be looking to see how soon you can be productive and contributing to the team. Identify some things you can accomplish during the first week to show an early personal Return on Investment. One of the new PMO objectives is to create project development standards and templates. I was able to report deliver of several draft templates on Friday’s status.

It may seem daunting to start over again, but soon those feelings will disappear as you pick up your new challenge.

February 28, 2007 – Updates and Random Thoughts

Unfortunately I left my jump drive in my other computer so the planned blog for today isn't going to happen. Instead I have some updates on the Cutting's Edge and a couple of thoughts jotted down while commuting. The thoughts may eventually turn in to blog entries but they are worth throwing out there to chew on.

First the updates.
Many of you started visiting here because of The PM Podcast (www.thepmpodcast.com) interview on "How can I become a Project Manager?" There were over 6500 downloads of that episode! Cornelius Fichtner does a great job and I would encourage you to visit his site for other topics.

My next speaking engagement will be at the Practical Software Quality and Testing conference (www.psqtconference.com/2007west) on May 9, 2007 in Las Vegas. The topic will be “Avoiding Shock Therapy: A Case Study in Managing Directional Changes.” If your organization of company would be interested in having me speak, let me know (thomascutting@yahoo.com).

Cutting's Edge is closer to being "official." I have filed for a DBA (Doing Business As) in the state of California. I don't intend on quitting my day job any time soon, but....

Finally, Computerworld has accepted an article entitled "Management by Procrastination." Some of you may have read the blog series starting December 1, 2006 that is the basis for it. There isn't a date set for publication.

Two random thoughts.
The first thought is that in order to get ahead in your job and life, you have to hustle. Step up and offer to do whatever needs to be done to take the next step toward your goals. If you are not currently a PM and want to be, ask your manager for tasks to move you in that direction. Entering time and working the project schedule are usually things managers have little time for. It might be a good place to start. Another is taking meeting minutes. In addition to becoming a familiar face in management meetings you gain an understanding of how things work.

The other thought I'll let you ponder. One sign of maturity is recognizing and considering the consequences of your actions.

February 9, 2007 – How Do I Become a PM? Part 1

Note: This series builds on the conversation I had with Cornelius Fichtner, PMP, of The Project Management Podcast. To hear the interview visit http://www.thepmpodcast.com/ and select Episode 062: How can I become a Project Manager?

Do you have what it takes?
Project management is not for the faint of heart. You may currently be in a techie, analyst or other non-management role and are looking at project management as the next logical step in your career. I remember thinking that it was all about telling people what to do and taking the credit. I was also young and naïve.

The first step in the direction of becoming a PM is to decide if it is really something you want to do. Not everyone is cut out for it. The role of a project manager is much like that of a lightning rod. You take the heat from management protecting your team and allowing them to do their jobs. Then you get the jolt from your project team pushing back against time lines and direction.

To be a good project manager you need to be a great communicator, a good motivator and have thick skin. Nearly 90% of project management is communication, including creating reports, presenting status, getting information from your technical staff and giving direction to the team. Certainly those traits can be learned, but if you have no interest or inclination toward them it will be difficult for you to make it in the management world.

Technical people tend to think that moving to management is the only logical progression for advancement. That isn’t as true as it used to be. With the number of different skills and technical areas of expertise available people can specialize and advance technically while have a very rewarding career. I recently had an applicant for a Telematics position who’s normal consulting fee is about $200 / hour. So if your passion is technical, management probably isn’t the direction you want.

How did I become a PM?
I grew up in the technical ranks from programmer to business analyst and then on to PM. I’ve even done a couple of stints back on the technical side along the way when needed.

There were two types of PMs that influenced my desire to sign up as one. The first group made it look easy. They knew how to plan, direct and manage the business. It was work, but they almost made it look easy. The other kind were those that struggled the whole way. They barely pulled things together and just managed to squeak by in the end, over budget and out of time. The first group encouraged me by proving it was possible. The second group made me think I could do a better job than they did.

I was fortunate enough to work for a large consulting company that valued project management and encouraged me along the way. They trained me, gave me an opportunity and mentored me through it. Timing had a little bit to do with it, too. My first PM assignment came during the Y2K adventure. There were a lot of projects and not enough managers.