Challenging Change

April 25, 2017

The following is a guest article from my friends at Tailwind Project Solutions:

In his new book – How to get Fired at the C-Level: Why mismanaging change is the biggest risk of all – Peter Taylor challenges the foundations of organisational change, asking if the c-level executives out there are truly ready for change to be successful in their own businesses?

You can read more about this at SME www.smeweb.com/sme/how-mismanaging-change-is-the-biggest-risk-of-all – where Peter describes the four-year study by LeadershipIQ.com which found that the number one reason CEO’s got fired was …. wait for it …. mismanaging change.

He talks of business growth, even business existence, being built increasingly from such change; strategic change – new markets, new products, change driven through regulatory demand, change driven to maintain market share, change driven by mergers and acquisitions, changes driven by new executives, and so on.

And he argues that by putting those two parts together, a world where executives get fired on a regular basis for mismanaging change and a business world of increasing change, then you have a high-risk scenario it seems in many board rooms across the world.

Worrying!

But Peter, ever the pragmatist, offers some practical advice through his 5-5-5-5 model for assessing change foundations and making improvements to such foundations in his book.

 

And at the project level Peter offers some advice on the 10 Things People Often Get Wrong When Managing A Project (or change) as you can see here in Female First http://www.femalefirst.co.uk/books/peter-taylor-how-to-get-fired-at-the-c-level-1045268.html

He explores the most common things that people do wrong when trying to manage that tricky temporary endeavour that is designed to bring about a positive change i.e. a project.

Perhaps there is a solution to the worry after all. Why not talk to us at Tailwind Project Solutions to see if we can help http://tailwindps.com/

Tailwind Project Solutions was formed in 2014 to provide a bespoke approach to project leadership development. Owned by Director & CEO Alex Marson, the organisation works with large FTSE 250 clients including some of the biggest companies in the world in the Asset Management, Professional Services, Software, Automotive, Finance and Pharmaceutical industry.  The company has a team of world-class experts who provide a bespoke approach to the challenges that our clients have, and the company was formed as a result of a gap in the market for expertise which truly gets to the heart of the issues clients are facing – providing a robust, expert solution to change the way that companies run their projects.

At the time, the market was becoming flooded with training companies, providing a ‘sheep dip’ approach to project management, and the consensus was that This didn’t solve the real challenges that businesses and individuals are experiencing in this ever increasing complex world of project management. The vision was to hand-pick and work with the very best consultants, trainers and coaches worldwide so that Tailwind could really make a difference to their clients, to sit down with them, understand their pain points, what makes them tick, and what is driving their need for support.

These challenges being raised time and time again are in the project leadership space, from communication issues, not understanding stakeholder requirements or having the confidence to “push back”, lack of sponsorship support, working across different cultures, languages, levels of capability and complexity. We expect more from our project managers – we expect them to inspire, lead teams and be more confident.

Tailwind’s experience is vast, from providing interim resources in the project and programme management space, supporting the recruitment process, experiential workshops, coaching – from project managers through to executives, providing keynote speakers, implementing PPM Academies, PM Healthchecks and Leadership development. The approach is created often uniquely – to solve the real challenges of each of their individual clients.

http://tailwindps.com/

Challenging the C-Level Executives

April 12, 2017

How to get Fired at the C-level goes beyond the constraints of a book.

To that end the author offers some focused workshops, keynote presentations and insightful supporting education to help organisations achieve the success in strategic change that they desire, and to help C-level executives understand the challenge and benefit from the opportunity.

This is all about bringing a reality check to your executive team, and help can be found right here.

If your organisation or team needs a short sharp executive ‘scare’ session (or reality check) then Peter Taylor can deliver this, customised for your organisation, your executive team and the time available.

If you need to take it to the next level of detail, then the author offers two specific workshops based on his book.

Both can be customised to suit your audience’s needs and indeed, a fully customised engagement can be proposed if you feel your organisation requires something very specific in order to help you look at what you should be considering and doing to make sure your change, your projects, your organisation and you are still around for the foreseeable future.

Workshop 1: Executives – stop failing your projects!

Yes! You read that right – not ‘Executives – stop your failing projects’ but ‘Executives – stop failing your projects’.

The report Why good strategies fail: Lessons for the C-suite published by The Economist Intelligence Unit Limited in 2013 stated in its conclusion that there was a need for increased C-suite attention to implementation (and therefore projects). It said, ‘Leadership support is the most important factor in successful strategy execution, yet a substantial number of survey respondents indicate that the C-suite is insufficiently involved’.

This is why I make the loud and bold challenge that executives are failing their projects and why I strongly believe the situation needs to stop – now!

The workshop will explore the true value of your strategic change portfolio (projects) – which will probably be bigger than you think – and will explain why it, you and your organisation are at real risk of failure (and wasting a lot of that financial investment).

What you should do about this critical situation is, of course, explained simply. The two key actions you need to take to avoid strategic change failure will be introduced, making this undertaking far less onerous than it would have been had you attempted it solo.

 

Workshop time                                           1 to 3 hours[1]

Participants                                                 C-level executives and senior project leaders

 

Workshop 2: Two key actions you need to take to avoid strategic change failure

If you are concerned about strategic change failure, and by association your portfolio of projects, then there are two key actions that can dramatically de-risk this potential situation.

Step 1: Strategies for project sponsorship

It is stated in the Standish Chaos Report, amongst many others, including PMI’s ‘Pulse of the Profession’, that the sponsor is the person who is ultimately responsible for the success (or failure) of the project, who represents the business and the business change. And yet, there is a chasm in many organisations between this statement and the reality of the professionalism and associated investment in development of those active sponsors.

We will explore the current challenges of project sponsorship maturity and offer some techniques for creating an effective sponsorship community as one of the two foundations of project success.

Step 2: Building the best PMO

Here will explore the true value of a good PMO in guiding project success and supporting the sponsor community in the management of the portfolio of project change.

We explore what is meant by a balanced PMO, a design developed by Peter, as well as presenting a new working model for project management excellence with the project academy concept.

This all adds up to a critical second foundation for project success.

The workshop will be an interactive experience with first-hand case study insights and the opportunity to spend some time with one of the world’s most experienced PMO leaders.

Workshop time                                           2 to 3 hours[2]

Participants                                                 C-level executives, senior project leaders, sponsors and PMO leaders

The workshops are standalone but related and follow the journey from strategy investment through to the key foundations of change/project success.

Also available are keynote presentations based on this book, on project sponsorship and PMO leadership.

Peter Taylor

Known as The Lazy Project Manager, Peter Taylor is a project management office (PMO) expert.

He is currently leading a global team of more than 200 project managers acting as custodians for more than 5,000 projects around the world from Kronos Inc., a billion-dollar software organisation delivering workforce management solutions.

Peter is also the author of eighteen books, including the number 1 bestselling project management book, The Lazy Project Manager. In the last four years he has delivered more than 200 lectures around the world on his mission to show people how to work smarter, not harder in their quest for career success.

www.thelazyprojectmanager.com and http://tailwindps.com/how-to-get-fired-at-the-c-level/

[1] Workshop timing can be customised to the availability of the audience – the shorter workshop focuses only on the high-level issues with minimal interaction time permitted, the longer workshop allows for a ‘deeper dive’ and with audience interaction and discussion

[2] Again, here the workshop timing can be customised to the availability of the audience – with the longer workshop allowing for some audience interaction and discussion

How to Get Fired at the C-Level

March 3, 2017

I am delighted to announce the release of my new book – How to Get Fired at the C-Level: Why Mismanaging Change is the Biggest Risk of All

how_to_get_fired

Getting fired at the C-level is easy – and this book will tell you exactly how to go about it with ruthless efficiency.

But perhaps not getting fired is your preferred outcome and, if that is the case, then you might have a challenge or two in the arena of strategy execution since the number one reason CEOs get fired is mismanaging change!

Leading executives, it seems, do too little about strategy implementation, do not apply the appropriate level of attention to such critical organisational change, and often relegate sponsorship and leadership to lower management, whilst the c-suite get on with their ‘day jobs’.

‘How to get fired at the C-level’ will explore this challenge, and since all challenges are really opportunities, will show ways to not only significantly reduce change failures but also how to dramatically raise the capability, speed, and success rates of delivering strategic change in your organisation.

It also offers a simple means to evaluate executive engagement, and to offer a series of very practical steps to let you be the person who puts the ‘C’ for change into the ‘C’ level.

Author: Peter Taylor is the author of the number 1 bestselling project management book ‘The Lazy Project Manager’, along with many other books on project leadership, PMO development, project marketing, project challenges and executive sponsorship.

In the last 4 years he has delivered over 200 lectures around the world in over 25 countries and has been described as ‘perhaps the most entertaining and inspiring speaker in the project management world today’.

www.thelazyprojectmanager.com – free podcasts also in iTunes

Big challenge: Getting your project team to work as a team!

February 17, 2017

A guest post by my friends at Genius Project

teams-picture

A project team is a group of people who work together on a project with a common goal. They have different skills and specializations but their work all culminates in the delivery of the project.

Numerous studies have shown that a project progresses effectively when the team is working on activities that are clearly defined and planned. While it is important to set a timetable and targets, some companies are confronted with cultural differences, dispersed geographical locations and different working methods. Teamwork is not always so simple!

Here are some tips to increase collaboration in your project team.

  • Roles and responsibilities must be set from the get go. It’s necessary for everyone to know their objectives and mission to be able to work in their role effectively. In addition, it’s important to define the project leader and who to contact in the event of a problem or change.
  • Encourage employees to share their opinion. It’s important to provide input during meetings and discussions. The team is more dynamic and responsive when the players propose solutions and share any difficulties. A team always benefits from the discussion and the different opinions are enriching.
  • Organize useful meetings. We cannot say enough that transparency is essential in project management. This transparency makes it possible to have a positive dynamic within the group. Collaborators are informed, instructions are clear and information is distributed. A meeting should only be held if there is a need. The meeting should have a simple and precise objective. It may also be recalled that the project kick-off meeting is also important for a project team. It allows team members to get acquainted.
  • Spend time as a team. Team members need to spend time together informally. Activities outside the office are essential for strengthening group dynamics. Whenever possible, this reinforces the feeling of being part of a team. Team lunches are easy to organize and equally effective.
  • Communicate. Communication is an essential criteria for successful projects. Meetings, emails, online discussion groups … there are many possibilities to ensure optimal communication when delivering a project. Email is not always an indicator of the quality of communication, and that’s where project collaboration tools come in. Genius Project offers a “wall”, akin to most social media platforms which is integrated into the project management software to facilitate communication within the team.

A connected project team is essential to successful project delivery. Organization, communication and planning enable employees to gain a global vision of the project, to understand the issues and to be more effective in their respective roles.For more information about Genius Live!

You can visit the Genius Project website.

Farewell to Black Sabbath

February 1, 2017

On the 4th February 2017 I will attend, with my daughter, the very last ever (well they promise it will be the last ever, ever, ever) Black Sabbath gig, nearly 50 years after it all started.

black-sabbath-the-end-tour

For those who are not of my era or who aren’t aficionados of heavy metal, here is the short history:

Black Sabbath are a heavy metal band from Birmingham, England, consisting originally of frontman Ozzy Osbourne, guitarist Tony Iommi, bassist Geezer Butler and Bill Ward on drums. Like many bands over time they have gone through many personnel changes but three of the original members are back for this, The End. Simply put, they invented ‘heavy metal’ and produced four genre defining albums in 2 short years.

The response to these first two albums was instantaneous. ‘Black Sabbath’ reached Number Eight in Britain and exhibited staying power in America, staying in the charts for 65 weeks. ‘Paranoid’ repeated the feat, peaking at Number 12 in the U.S. and charting for 70 weeks; while reaching Number One in the U.K. in a 27 week run. Both albums were certified gold within a year of release.

http://www.blacksabbath.com/

Last year Black Sabbath, now with 75 million album sales behind them, announced international dates for their last ever tour, entitled ‘The End’. The band have said ‘when this tour concludes, it will truly be the end. The end of one of most legendary bands in Rock ’n Roll history’.

And I will be there, at the end, 43 years since I first saw them play – London, Hammersmith, May 21st 1974 – (and yes that is a very sobering thought, and yes, I am getting old thank you kindly for noticing that). In fact, I was ten years younger when I first saw them on stage than my daughter will be when we see will both see them climb on to the stage this month, play no doubt all of their greatest hits and take a final bow and head off stage to … immortality, in a musical sense at least.

If you don’t agree with the ‘immortality’ thought, then you must at least give them the legacy of being both the first and also one of the best heavy metal bands that we have ever seen or heard from. You may not like the music, but no one can deny what they have achieved or how many other musicians they have influenced over the many years that they have been around.

After nearly 30 years in project management it is only natural, from time to time, to consider what legacy will I, and my fellow project managers, leave behind for the next generation of project managers? After all it has been the major part of my working life and a period of intense development of the ‘profession’.

Perhaps personally I can consider that my writings, including ‘The Lazy Project Manager’, can be one form of legacy, but in general how have the ‘Accidental Project Managers’ done?

Well I would argue ‘not bad’ should come back on the report; the growth in awareness of all things ‘project’ and the maturing of all of the professional communities, along with the focus on project skills and methods in most organisations is a pretty good place to be today. Plus, there is a vibrant wealth of knowledge out there (books, websites, blogs, podcasts, communities of practice, magazines such as ‘Project’ and so on) that project managers today can tap in to.

Yes, of course, 100% of projects are still not successful (and probably never will be) but project health is so much better these days in general and much of this is to do with the investment in project managers (training, support, certification etc) – the days of the ‘Non-Accidental Project Manager’ are definitely with us. The respect that organisations give project management is hugely increased from my early days, when it was barely even noticed or spoken about.

But there is much left to be done naturally; raising the standard of executive sponsorship, connecting business strategy to project based activity, making project management a default step on the path to the top, the ‘C level’, of an organisation etc.

But all in all I think we should be proud of our achievements and be confident that the generation of ‘Intentional Project Managers’ entering the project management world today have a great legacy to build from.

And personally? Well I’m no Ozzy Osborne (actually there are some photos somewhere that have me trying very much to look like him back in the 1970s) and I’m no Black Sabbath either, and I have sold nowhere near 75 million copies of The Lazy Project Manager, but I’m pretty happy with the success that I have achieved and love each and every connection I receive on LinkedIn or follower on Twitter. I respect and enjoy each of the 60,000 podcast subscribers out there in project management land, and I thrill with each presentation or keynote I get to deliver around the world.

And so, I have no plans as yet to start my own ‘The End’ tour but I salute one of my heroes, Black Sabbath, thanks guys for all of the music and all of the emotion over the years, I look forward to being a small part of the last ever, ever, ever Black Sabbath gig in Birmingham in a few days.

And when that time comes that I deliver my final presentation I can only hope that the audience feel a miniscule part of the appreciation that I, and my daughter, and all of the other members of the audience will feel when the final note is played and the cheers rise for the perhaps greatest heavy metal band ever.

Thank you.

Peter (still Paranoid after all these years)

New Year’s Eve

December 30, 2016

A New Year’s resolution is a tradition in which a person makes a promise to do an act of self-improvement, such as losing weight, doing exercise, giving up smoking etc

nye2

Babylonians made promises to their gods at the start of each year that they would return borrowed objects and pay their debts apparently, and the Romans began each year by making promises to the god Janus, for whom the month of January is named. In the Medieval era, the knights took what is known as the ‘Peacock vow’ at the end of the Christmas season each year to re-affirm their commitment to chivalrous behaviour in the coming year.

But despite all of the good intentions at Midnight on the last day of the year many, if not most, do not stick to their resolutions it seems, success appears to be somewhat illusive. The most common reason for participants failing their New Years’ Resolutions, according to one piece of research, was people setting themselves unrealistic goals, while 33% didn’t keep track of their progress and a further 23% forgot about it. About one in 10 respondents claimed they made too many resolutions.[1]

A study by Richard Wiseman from the University of Bristol involving 3,000 people showed that 88% of those who set New Year resolutions fail, despite the fact that 52% of the study’s participants were confident of success at the beginning. Men achieved their goal 22% more often when they engaged in goal setting (where small measurable goals are being set; such as, a pound a week, instead of saying ‘lose weight’), while women succeeded 10% more when they made their goals public and got support from their friends.

This last year I was fortunate enough to travel to 11 countries, on a total of 51 flights (I visited some countries more than once, the US many times in fact), and covered 124,000 miles in total. I presented on many subjects including ‘The Lazy Project Manager’ (still popular after all this time), PMO leadership, Sponsorship and many more, but in 2017 I have a new resolution, one that has been nearly 12 months in the making.

My new book will be released on 13th March 2017 and it is called ‘How to get fired at the C-level’ with the sub-title of ‘Why Mismanaging Change is the Biggest Risk of All’.

The idea of the book is that it offers a simple means to evaluate executive engagement in strategic change, and to offer a series of very practical steps to let the person (or people) who puts the ‘C’ for change into the C-level.

Of course, it is all about projects but it is targeting at the highest level in organisations.

Therefore, my New Year’s Resolution is to engage at least 10 organisations at this C-level and have robust conversations with them about such matters as professional project sponsorship, investment in project management and true portfolio management, amongst other matters – check out Mars and Venus as one example of what I am talking about.

I will though, require your help to do this.

The book will be out, as I said, in March, there is a presentation developed and there are two short sharp (1-2 hours) workshop developed to engage and drive the C-level to clear understanding of challenges in this area and offer simple practical advice for improvement.

A sort of ‘How not to get fired at the C-level’ plan of action if you like.

The help I need from you, if you feel this is a challenge in your own organisation, is to get me an invitation to talk to your executives, to help them see the reality, and to help them make the necessary changes to become truly successful at strategic change delivery.

Thank you in helping me with my New Year’s Resolution.

How can I help you?

Well think of this, in the very early hours of 2017 by all means set yourself a target for personal improvement in the coming year but remember the key lessons:

  • Don’t overload yourself: Be realistic with what you can achieve perhaps set only one goal
  • Share your goals: If people know about your goal they can a) help you along the way and b) perhaps act as an incentive to keep going
  • Keep track: Think about how you will monitor your progress, remember that those small measurable goals work better than a big end year target
  • Make it happen: Don’t just set some goals then forget about them, too many people do that and achieve nothing, instead take action

 

Happy New Year to all and make it a ‘Productively Lazy’ one!

 

Peter

 

 

 

Peter Taylor is a PMO expert currently leading a Global PMO, with 200 project managers acting as custodians for nearly 5,000 projects around the world, for Kronos Inc. – a billion-dollar software organisation delivering Workforce Management Solutions.

Peter Taylor is also the author of the number 1 bestselling project management book ‘The Lazy Project Manager’, along with many other books on project leadership, PMO development, project marketing, project challenges and executive sponsorship.

In the last 4 years he has delivered over 200 lectures around the world in over 25 countries and has been described as ‘perhaps the most entertaining and inspiring speaker in the project management world today’.

His mission is to teach as many people as possible that it is achievable to ‘work smarter and not harder’ and to still gain success in the battle of the work/life balance.

More information can be found at www.thelazyprojectmanager.com – and through his free podcasts in iTunes.

[1] https://www.finder.com.au/press-release-new-year-resolutions-2014

Puppy Love

November 19, 2016

It is OK, you can relax – I am not launching in to a version of the (in)famous Donnie Osmond song, but the house has a new puppy.

pretzel

Well to be brutally honest, after only 7 days, it is really that the puppy has a new house since pretty much everything revolves around this 4 lb bundle of chaotic energy and general cuteness.

Even I, who didn’t want a dog – we have cats; cats are easy, arrogant and aloof but they show you just enough love to make sure you keep feeding them and keep the central heating on in the winter for them – yes, even I, must admit that ‘puppy’ is quite the charmer.

But my goodness has it caused disruption in the house by its arrival. The general mess, noise, piles of incredibly annoying squeaky toys (why do they have to make that awful sound), training pads lying in nearly every room and two very, very grumpy cats stalking outside are just some of the impact results. Life as usual is on hold right now.

But we will get there, it will all settle down eventually.

Anyway, you know, it reminded me of something I teach about project teams.

Long ago, Bruce Tuckman defined the stages of teams as ‘forming, storming, norming and performing’ (and now ‘mourning’ as well as project teams disband quickly and move on to other projects and other teams) – I am sure you all know about this – it has been around since 1965 (the fifth stage was added in the 1970s) – but if you don’t know this model then you should, start here https://en.wikipedia.org/wiki/Bruce_Tuckman

But the part many project managers forget is that project teams do not (usually) all gather on day one of a project and disband on day ‘x’ at the end, instead resources come and go throughout the project and this therefore has the result of multiple disruptions to the ‘forming, storming, norming and performing’ process.

Don’t believe me? Then get a puppy…

The point is, you may have formed your core project team and successfully navigated the storming phase, normalised and might well be in that beautiful performing phase being incredibly productive when bam! A new key subject matter expert team is called in and, through no malicious intent on their part, drags the team backwords in to the storming phase most likely.

Just think about this when significant new resources come on board, and be prepared. The closer your team is the faster you will progress back to the norming stage but there will be a few days of rough progression more than likely.

And as for the puppy – I should use its name shouldn’t I – the puppy, ‘Pretzel’, will no doubt settle down, the house will settle down and normality (a new normality for sure) will resume.

Pretzel may not be the love of my life but it is rising the ranks fast damn its cute puppy fluff, deep dark eyes (it is always the eyes isn’t it), and general licky love.

I am sure I didn’t want a dog.

 

 

 

Peter Taylor

Peter Taylor is a PMO expert currently leading a Global PMO, with 200 project managers acting as custodians for nearly 5,000 projects around the world, for Kronos Inc. – a billion-dollar software organisation delivering Workforce Management Solutions.

Peter Taylor is also the author of the number 1 bestselling project management book ‘The Lazy Project Manager’, along with many other books on project leadership, PMO development, project marketing, project challenges and executive sponsorship.

In the last 4 years he has delivered over 200 lectures around the world in over 25 countries and has been described as ‘perhaps the most entertaining and inspiring speaker in the project management world today’.

His mission is to teach as many people as possible that it is achievable to ‘work smarter and not harder’ and to still gain success in the battle of the work/life balance.

More information can be found at www.thelazyprojectmanager.com – and through his free podcasts in iTunes.

When Projects turn to a Tower of Babel

November 7, 2016

Different countries, multiple languages, global organizations…The challenge of international projects

shutterstock_140433208

In this day and age, international teams and projects affect most companies; and they can often be a source of headaches for project managers. They must be managed from different countries and in multiple languages.

Needless to say, international projects prove to be strategic for companies that wish to remain competitive. So, how can you manage international projects when it’s already difficult enough to carry them out locally?

By following a few basic rules, an international project is no more complicated than any other. Like all projects, two things are essential: planning and organizing.

A Tower of Babel

The biggest challenge for international projects is communication. It’s much easier to exchange with colleagues face-to-face. But since this isn’t always possible, a communication strategy needs to be put into place.

Poor communication can result in distortion, delays, or worse, a complete loss of information. This miscommunication can be fatal to a project and its trajectory.

Errors can often be attributed to a lack of communication or insufficient documentation tools. Some tools are simply not suitable for geographically disparate teams. The unorganized distribution and sharing of information via emails and document attachments, makes collaboration very difficult for the various stakeholders. And monitoring project progress, issues and processes without interruption, becomes almost impossible. To address these problems, international project teams use a communication and project management platform. This platform enables them to gather information and to work in close enough proximity to “normal” conditions, ie. managing a project team that’s in the same office.

During the establishment of a communication strategy, we recommend considering the following:

Distance:

Multinational projects involve teams and stakeholders who are geographically separated and the personal relationship with employees is almost non-existent. From a strategic point of view, regular meetings tend to enable better collaboration and therefore, the ability to react more quickly to changes and issues. Nothing is more real for managers, stakeholders or team members than the personal exchanges they have with one another. This is why it’s important to plan meetings in person when it is possible.

Language:

Usually, global teams work in a multilingual environment. And the language barriers often lead to delayed, false or imprecise information. It’s therefore essential to define a general language for communication.

Corporate Culture:

Teams located around the globe can have different management styles and ways of working. It’s important to communicate these cultural differences. This will improve team productivity for leaders and stakeholders, in order to have the right expectations when problems occur.

Time Zones:

Working with an international team requires coordinating activities across multiple time zones. Project managers must develop a strategy for providing regular meetings to communicate with certain team members of that time-zone. This way, objectives will be reported in every region. In addition, team embers can serve as informants and provide feedback to global leaders.

Access to information:

Ensuring access to relevant information for an international team is more complex for global projects. Especially since going into the office to ask a colleague a question isn’t an option! That’s why it’s important to establish specific processes, such as, documenting the details of the project and ensuring that important information is accessible to all. Quick access to information is essential for the effective management and success of a project.

As we’ve seen, international projects are subject to unique challenges in terms of communication and decision-making. It’s necessary for organizations to consider solutions to deliver projects on time and ensure customer satisfaction, despite the geographical distance of the team. Documentation and communication are essential factors. Genius Project provides a tool for document sharing, archiving, annotation and commenting on documents. The software takes the role of the connector and centralizes information. There’s no need to request the latest version of a document from colleagues who won’t be responding until the following day. The information is in good hands and the project can move forward at any time!

 

For more information on Genius Project you can visit Genius Project ‘s website.

The Social Project Manager

November 4, 2016

The Social Project Manager

Balancing Collaboration with Centralised Control in a Project Driven World

We human beings are social beings.

We come into the world as the result of others’ actions. We survive here in dependence on others.

Whether we like it or not, there is hardly a moment of our lives when we do not benefit from others’ activities.

For this reason, it is hardly surprising that most of our happiness arises in the context of our relationships with others.

Dalai Lama

Social project management is a non-traditional way of organising projects and managing project performance and progress aimed at delivering, at the enterprise level, a common goal for the business but harnessing the performance advantages of a collaborative community.

There is a paradigm shift ongoing in many organisations that is all about finding a practical balance between the challenges to traditional project management made by what is known as Project Management 2.0 – which encouraged a move away from centralised control of projects and instead promoted the value of team collaboration – and the practical recognition that large scale projects do require a stronger form of centralised control and governance.

It is this balance, if correctly made, that will take the best of both worlds and move project management into the highest levels of performance and achievement, into the world of the social project and therefore the world of the Social Project Manager.

Naturally the starting point for conversation around social project management is with the project management role itself; what does this specifically mean for any project manager, what should they think about, and should they adjust their behaviour? But let’s expand this thought process to the project team as a whole and consider how such social tools impact the team performance.

Thought: I believe that all project team members, including the project manager, who welcome any approach that reduces the amount of time invested (and for the greater part wasted) in meetings.

Add to that the ever-present challenge to project managers of getting true commitment to the project goals from contributors then an approach that achieves this will also be welcomed.

If we consider the world of the project team, of which the project is part of course but also a separate entity in itself – and one that can be constantly in flux throughout the project lifecycle with team members coming and going, joining the team with their skills and time and then leaving to return to their ‘business as usual’ roles and responsibilities.

Thought: If you have ever managed a project for any significant length of time I am sure you will recognise, as I do, that the project becomes a ‘being’ in itself and takes on a ‘life’ within the organisation and project community.

As such the concept of communicating ‘to the project’ is one that I personally find logical, it becomes in many ways ‘one of the team members’.

I feel we can think of the communication as at three levels, all interacting with each other and crossing boundaries – social means fewer boundaries after all so perhaps we should say ‘without boundaries’ – but to understand the types or themes of project conversations then the diagram below might help:

I describe these as the three elements of ‘social’ project communication – and it is critical to empower all three and provide a seamless flow of engagement, interaction, conversation, and idea generation, decision making and team-building through all channels.

peter_taylor_keynote_v3

Considering ‘social within project’

Beginning with social within project then this is the communication about the project components, the tasks, the activities, the challenges and the team members themselves, the mechanics of meetings and reports and briefings, together with the deliverables and benefits.

Everything that is to do with the project lifecycle and the end goals of the project.

When is ‘A’ required? What will happen if ‘X’ happens? Can we get help from someone on ‘Y’? Are we going ahead with ‘B’? What did we learn from ‘C’? And so on.

Here the social project management team engages with each other to share knowledge and update each other on progress, seek assurance and help, encourage and congratulate, solve problems and celebrate achievements. It should be a self-regulating activity with the team contributing and providing knowledge and wisdom to each other, it is when the sum of the parts is definitely greater that the whole.

This ‘team’ will include the project itself based on the previous insight that the project becomes itself is a “member of the project”, with whom other project members can communicate, and who can communicate with other project members.

Collective purpose is shared and reinforced through this social within project communication and, as we have seen, by using a social project management activity stream and project-centric communication, the feedback about what is going on with the project becomes nearly constant which adds to the value of this type of project communication.

Considering ‘social about project’

I noted in another of my books ‘Project Branding’[1]  that ‘I learned something very important a long time ago, when I first started out in project management: no matter how good a job you do, if you don’t let people know, then most people just won’t know!’ and I went on to advise that ‘The art of project marketing is to ensure that your project is understood, expected, appreciated, welcomed, and supported within its organizational home (and, if relevant, the wider community of stakeholders. Such acceptance is crucial to long-term success, since this is where the project deliverables will eventually be implemented, once the project has been completed. Project marketing is the proactive process of educating all stakeholders about the value of your project deliverables in order to aid successful delivery and acceptance.’

Social about project is this very world of project marketing and perhaps even project branding which is the purpose and process of ensuring that your project is well known (for good reasons) and is well understood, together with the right levels of expectations set for the widest community of stakeholders.

Considering ‘social around project

Think of your own working day, today or yesterday – it doesn’t matter. Now think about how much of the day, at the start over your first coffee, when you bumped in to so and so at the water cooler, at the start of that meeting with the team from the other building, or when you joined that conference call with the remote users… how much of that time was spent in talking about non-project matters? Non-work matters actually. How many minutes during each event and how many hours in the day?

This doesn’t make you a bad working or lazy, it makes you human. Human to human interaction is social in its very nature.

Humans are in fact highly social beings. We all like to be surrounded by friends and family and co-workers and we all valuing being able to share our own personal experiences with others, and to hear what others wish to share with us in return. In fact the recent appearance of all of the various social tools, and their incredibly rapid adoption illustrates the fundamental desire for social belonging and interpersonal exchange.

Therefore it has to accepted that whatever ‘project’ or ‘business’ orientated social tools that you provide will also be used (hopefully respectfully) for ‘around project’ social communication and this is actually a good thing.

It helps bond team members (we will see this in the later section around remote and virtual teams) and adds an honest ‘human’ aspect to the communication. This in turn can only aid the project.

Therefore, looking at these three elements of ‘social’ project communication, I believe that the best social project managers, the ones who understand the value and potential of this new social world, will be the ones that combine these elements into one cohesive communication experience.

To a degree it is a leap of faith and perhaps very different from how project managers have gone about the job in the past.

Thought: One of the significant issues that I uncover which project managers who have only just started on the project management journey is the bad practice of channeling as much communication as possible through themselves, thereby creating a bottleneck for decision making and an unnecessary burden to the time of the project manager

It is a time of change and, as discussed, there is a paradigm shift ongoing with a move away from centralised control of projects and a rise in the value of team collaboration for many organisations and therefore project managers.

It is about taking the best of both the traditional project world and the opportunity of the new social project world, the world of the Social Project Manager.

 

social_pm

The Social Project Manager, Balancing Collaboration with Centralised Control in a Project Driven World Dec 2015, Gower (Peter Taylor)

 

 

 

 

 

Peter Taylor is a PMO expert currently leading a Global PMO, with 200 project managers acting as custodians for nearly 5,000 projects around the world, for Kronos Inc. – a billion dollar software organisation delivering Workforce Management Solutions.

Peter Taylor is also the author of the number 1 bestselling project management book ‘The Lazy Project Manager’, along with many other books on project leadership, PMO development, project marketing, project challenges and executive sponsorship.

In the last 4 years he has delivered over 200 lectures around the world in over 25 countries and has been described as ‘perhaps the most entertaining and inspiring speaker in the project management world today’.

His mission is to teach as many people as possible that it is achievable to ‘work smarter and not harder’ and to still gain success in the battle of the work/life balance.

 

More information can be found at www.thelazyprojectmanager.com – and through his free podcasts in iTunes.

[1] Project Branding: Using Marketing to Win the Hearts and Minds of Stakeholders; Nov 2014, RMC Publications, Inc (Peter Taylor)

That Starbucks Moment

October 23, 2016

In life it is important to celebrate everything that should be celebrated and enjoy those special moments as well.

So what is the ‘Starbucks Moment’?

Well firstly it has to be noted in the interest of objectivity that ‘there are other coffee franchises and independent stores available to you as a consumer’, I am not specifically recommending Starbuck’s, and I am not being sponsored by them either (but hey, always open to such offers) – in fact it isn’t even my usual coffee haunt (there goes the sponsorship deal) – but I experienced a ‘Moment’ in a Starbucks and so, for me, it is known as the ‘Starbucks Moment’ – name it as you wish, the ‘Nigel Moment’ or the ‘Maud Moment’ or even just the ‘Moment’, doesn’t really matter.

And the details of my own ‘Moment’ aren’t really important either but personally it was a moment of clarity and huge emotion and it was, without doubt, one of life’s special moments for me.

The coffee was OK as well, Tall Caramel Macchiato, I even had a Cheese and Marmite sarnie to go with it if you really wanted to know, but it wasn’t the coffee or the snack that had anything to do with the ‘Starbucks Moment’, these were just pleasurable incidentals.

My point on this rambling story is that we all have moments such as these, some small and some big (some perhaps even life impacting) and it should go without saying that, in these moments – or very soon afterwards – you should recognise what has happened and celebrate them in style.

alligator

In projects, it is often difficult to remember, when you are neck deep in alligators that you are there to drain the swamp – or some such similar analogy. But throughout the project lifecycle there are moments that need celebrating, and celebrating with your project team.

So take the time to identify and recognise these moments, take a breather from the whole ‘alligator’ issue and focus on the success or achievement and celebrate it. Doesn’t have to be a big party with all the works, nice when that does happen of course, but it can be small; a pat on the back, a smile and a thank you, a gift (maybe even a Starbucks gift card perhaps – now my legal representative says I have to say ‘there are other coffee franchises and independent stores available to you as a consumer’), in fact anything at all that recognises the ‘Moment’.

Speaking of alligators, I was only last week on an airboat in the Florida swamps hunting (OK well spotting) alligators – wonderful fun.

The captain of the airboat, Cap’n Fred as he was known, said about how to avoid being eaten by alligators. The common myth is that you run in zigzags as alligators can only run in straight lines but Cap’n Fred said this was rubbish and the best way to avoid being eaten by an alligator was to ‘trip up the guy next to you and then keep running’ – good joke.

In the project team world it is all about no-one being left behind because you need each and every person, and therefore one way to do this as a project manager is to spot those ‘Moments’ and celebrate them appropriately.

So my advice is make sure you know when you, or someone near you, has had a ‘Starbucks Moment’ and enjoy that moment in style.

 

 

Peter Taylor is the author of two best-selling books on ‘Productive Laziness’ – ‘The Lazy Winner’ and ‘The Lazy Project Manager’.

In the last 4 years he has focused on writing and lecturing with over 200 presentations around the world in over 25 countries and has been described as ‘perhaps the most entertaining and inspiring speaker in the project management world today’.

His mission is to teach as many people as possible that it is achievable to ‘work smarter and not harder’ and to still gain success in the battle of the work/life balance.

More information can be found at http://www.thelazyprojectmanager.com – and through his free podcasts in iTunes.