August 18, 2008 - Stand up and act like a... PM?

For the past few weekends I have been pulling together training material to cover Project Initiation, Tracking and Reporting for HP’s Project and Program Management tool (PPM). Not the most inventive of names but it seems to be a fairly robust system that integrates Financial and Project Management at the corporate level with add-ins for QA and other project pieces.

For that reason all of my creativity has been sapped and I have been unable to blog. However, during last week’s PMI Orange County dinner meeting we had an interesting speaker. Listening to Lee R. Lambert, PMP (http://www.lambertconsultinggroup.com) was like getting a slap in the face to wake you up.

He began by asking how many people had the job title “Project Manager” and then gave us the stunning news that we weren’t. By PMI’s definition a project manager has the right and responsibility to make decisions. Very few of us actually make decisions. We supply timely information, analysis and recommendations for people that do. By PMI’s definition that makes us Project Coordinators or Project Expeditors.

Our responsibility then is to present clear truth, backed by evidence with solid analysis and delivered in a timely manner. Over the next couple of weeks I plan to revisit the basics of how to obtain that information. Far too often we fall under the hypnosis of management’s instructions to add scope, reduce costs and get it done sooner with fewer resources.

We say “oh, well” and back down with half hearted pleas for sanity to reign…but it doesn’t. Then we complain the entire life of the project, pushing the team beyond their limits and try to deliver something...anything…that resembles what was required impossibly soon.

As professional project managers we need the ability to say “Yes, we can do that and here is what it will take.” Then present a solid estimate, realistic timeline and honest cost for what they asked. State the case and let them make the decision.

So, tune in next time and we will get started.

Sept 10, 2007 – Project Management Warnings Part 2

Last week we established that project management should come with big yellow caution signs. The work place is a dangerous road trip and we need to look out for each other. Here is another batch of signs to keep us moving in the right direction.

• Toxic Fumes. Status reports can be deadly if inhaled carelessly. First, never take at face value your team members’ status reports. You should expect a written report but it should be the opening statement in a conversation, not the sum total. Dig in and find out what they aren’t telling you. Second, get rid of the percentages unless you have metrics to back them up. How many tasks are currently 90% done on your project? How many weeks have they been “almost finished?” Instead, ask for specific completion dates and number of hours remaining. Finally, make sure your project status report is a fair and truthful representation of the current situation.
• Maximum pressure 40 hpw. As I was getting out of my car Friday night I heard a hissing sound. I watched helplessly as my front tire slowly exhaled the last of its air. It no longer had a problem with too much pressure. Keep an eye on your team members, though, to make sure the pressure won’t leave them flat. Don’t set them up for failure by over allocating them. Forty hours per week should be the norm, not the exception. If overtime is necessary, keep it is in short durations at a time and ensure they are compensated accordingly. Grant compensation time for weekend implementations.
• Dry clean only. Some of your cloths need special treatment. So do your resources. If you treat them right your team won’t wrinkle, shrink or fade. In general, people like to work where they are productive, provided for and appreciated. They like to be listened to and taken seriously. Take the time to understand how they prefer to be appreciated. Some want public recognition while others prefer quiet thanks.
• Door must remain unlocked. Restaurants and stores sport this signs on side doors. The obvious reason is for easy exit in case of a fire or other disaster. There are 2 reasons to keep your door open and unlocked at work. The first is to allow your team to approach you at any time. An open door policy helps develop a connection with the team, both personally and job related. The second reason is to avoid misconduct or even the appearance of it. If you are meeting with an individual of the opposite gender, keep it visible. At the least you will avoid gossip and, at the worst, a harassment charge.
• Objects in mirror are closer than they appear. At the beginning of a project everything appears achievable. You look out across the huge gap of time… 6 months… and think it is an eternity. In reality the end of the project is a lot closer than you think. One project I specked out was only 10 weeks in duration. It hardly seemed to start when we were in testing with only 2 weeks until implementation. Before you commit to a timeline, sketch it out with a realistic project schedule and review it with your team.

Unfortunately, potential problems with your project don’t come with warning labels. Perhaps these few reminders will help keep you on your toes without stepping in anything.

April 2 – 7 Steps to Overcome Misperceptions

People living in the LA area are big on perception. Billy Crystal used to say, “It is better to look marvelous than to feel marvelous.” Sometimes this works to your advantage. When I was in my early 20s my hair started turning grey around the temples. This gave me the appearance of being older and wiser and others took my ideas seriously as a result.

Other times, however, it can work against you. If someone has the perception that you are just a programmer, they are unlikely to let you run a project. When someone thinks you are always confrontational you can’t very easily argue them out of it. Perceptions are hard to overcome because they subconsciously taint the way people view you. They will overlook the 10 times you volunteer but remember the 1 time you were unable to pitch in.

How can you break these misperceptions? Here are 7 steps to help alter them.

1. Listen to the Accusation. Do not immediately go on the defensive. There is no way you can change a perception in a meeting so don’t try. Try to narrow it down to a specific problem. Sometimes people make it easy for you by saying, “you always….” Ask questions and make notes, mental or on paper, about their concerns.
   
   If you think you are experiencing the impact of misconceptions but no one has mentioned anything start investigating. Identify specific examples of how the perception seems to be playing out against you and analyze the situations. Talk it through with someone and ask, “Am I just being paranoid?” Keep in mind, just because you are paranoid doesn’t mean everyone isn’t out to get you.
   
2. Confirm the Perception. Verify that your perception of their misperception is real. Check with a close colleague to see if they see the issue. It may be that the person has the same reaction to everyone. Even if it is only one person’s perspective you will need to deal with it. You may be able to catch it before it spreads.
   
3. Find the Root Cause. Try to determine what the basis for their view point is. It may have been a rough first impression or misinformation from someone. Don’t start the Spanish Inquisition, but if you can identify the source it will help stop the problem.
   
4. Search for Truth. Check to see if there is any truth to the perception. Be honest with yourself and dig deep. In most misperceptions there is at least a small amount of reality.
   
5. Alter Your Approach. You won’t change minds by brut force. One group I worked with had a reputation of being defensive. Had they gone around yelling “we aren’t defensive!” they would have confirmed the perception. What they did instead was change their reaction when an issue was raised. Instead of immediately saying “It wasn’t us!” they switched to “I see your point, let me review the situation and set up a meeting to see how we can best handle it.” The end result may still be a change request, but the perception changed. You might be seen as willing to try instead of defensive.
   
   If people think you are lazy and unproductive, it may be because they don’t know what it is you do. Find a subtle method to inform people of what you accomplish. If you are not issuing a status report, start one or perhaps change what you report. Try volunteering for more visible assignments. Get noticed doing things.
   
6. Give it Time. Although first impressions are formed instantly, undoing them takes time. Continue in the new direction and start looking for changes in attitudes.
   
7. Talk it out. Sometimes perceptions are too deep to change subtly and a more direct approach is necessary. If the job or relationship is important enough it may warrant a meeting to calmly discuss the situation. Explain your perception and the steps you have taken to change. Many times the individual will not even have a clue that there was a problem. Other times you may be able to talk through your differences and move on.
   
   There may be times when real animosity exists. In those situations it is better that it is out on the table and addressed than festering in the background.

Misperceptions can be painful and may even ruin opportunities for you. Address them early and save the hassle later.