Archive for the ‘Uncategorized’ Category

ABI Evaluation

September 30, 2017

The following is an extract from my new book ‘How to get Fired at the C-Level: Why mismanaging change is the biggest risk of all’ in association with my friends at Tailwind Project Solutions – previous extracts followed a series of 5 Challenges that I think every organisation should consider, and consider very carefully – and now we will look at the 5 tests of control:

ABI stands for ‘Allocate, Burn or Invest’ and is a way of looking at how organisations truly ‘manage’ their change investments after they are sanctioned.

From the previous ‘Control Test’ of portfolio value you will now know the ‘what’, that is the ‘what is the value of our change investment’, which is an excellent start.

Now we come to the ‘so what’ part.

‘So what do we do with this change investment?’

The ‘A’ for allocate is when an executive team take the first part of the process very seriously and exhaust many, many hours scrutinising business proposals and change propositions, evaluate alternatives and options, ponders long and hard, challenges and re-challenges the change advocates and then allocates the money, whilst at the same time (in much the same way as in the Men in Black films) erase their minds of the change investment and everything that just occurred in order to carry on with the rest of their business responsibilities and business as usual.

What happens with this ‘Allocate’ path is that there is no ongoing control of the changes that have been launched and success is very much dependent of the under-lying organisational team and the priorities that the feel they have. Success is possible but far from ensured.

The second answer to the ‘So what do we do with this change investment?’ is the ‘B’ for burn. The allocate option works to some degree if there is some maturity of project delivery inside the organisation, it works if there are people who care, and it doesn’t work if these are not in place. In this situation, the allocate actually becomes a ‘burn.

Anything that is approved will be left to burn away (think of it as money on a bonfire) and be destined to not deliver most or any of the expected business benefits. Without management and control and accountability, alongside that maturity in change delivery, it will be wasted – perhaps not truly burnt but money used a little here and a little there, a resource ‘borrowed’, and a little help provided over there on that other important activity. The bottom line is it will go and the benefits will not replace its disappearance.

The third, and final, answer to the ‘So what do we do with this change investment?’ is the ‘I’ for investment. Here are in that happy place where the executive team do take the first part of the process very seriously and exhaust many, many hours scrutinising business proposals and change propositions, evaluate alternatives and options, ponder long and hard, challenges and re-challenge the change advocates and then finally allocate the money, but they do not forget all about it. They remember, they care, they enrage, they get updates and ask for status analysis and business benefit realisation progress and so much more.

Forgetting ‘burn’ (and I think you will agree we should) then ‘allocate’ means to distribute (resources or duties) for a particular purpose, which is a bit of a one-way process, whereas ‘invest’ means to ‘put (money) into a commercial venture with the expectation of achieving a profit – less of a one-way process and more of a ‘two-way/we’d like to get something back’ process to me.

And this requires ongoing and continual interaction with the change underway.

TAKE THE TEST: Think of your own organisation and (honestly) decide if you are an ‘A’, ‘B’ or ‘I’ type of executive team? You might even take it down to the individual executive team member (or make it personal to yourself perhaps) asking ‘is this person’, or ‘am I’ an ‘A’, ‘B’ or ‘I’ type?

Once you know this you can contemplate what this means for that big number you came up with in ‘The true value of change’ exercise.

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 because 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 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/

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The true value of change

September 22, 2017

The following is an extract from my new book ‘How to get Fired at the C-Level: Why mismanaging change is the biggest risk of all’ in association with my friends at Tailwind Project Solutions – previous extracts followed a series of 5 Challenges that I think every organisation should consider, and consider very carefully – and now we will look at the 5 tests of control:

We have already identified in an earlier article that knowing the true value of your investment in change, and the consequential cost of failure to deliver this change is critical.

On that basis now is the time for you to ‘do the math’ and work your change portfolio investment out, an example was covered in ‘Challenge 1 – Invest in the right portfolio management’ – so you can reference that if you wish.

Before you start how big do you think your Portfolio is right now and how big do you think it really might be? It will be interesting to compare later on.

OK – start with your Portfolio value. How simple is that to discover? The figure doesn’t have to be 100% accurate, you are looking for a rough order of magnitude really – but if it is really difficult to even start with a ROM valuation you might consider why that is, and how can your organisation manage change if it doesn’t know the basics?

Assuming that you do have that number to hand now all you need to know now is the ratio of Compliance projects versus Growth projects. The same argument stands in this case if you struggle to identify that percentage mix. But again, it is a rough estimate that is needed for this exercise.

And then select or identify the Cost/Impact ratio and the growth Value Add ratio – these really should be part of your business case approval process by the way.

And finally, estimates of disruption ratio percentage (use the 20% provided if you don’t have a true idea of your own organisations percentage) and failure factor ratio percentage but only for the growth projects. For the compliance projects it could well be something like ‘Go to Jail, do not Pass Go) or some serious fine etc. – feel free to quantify this if you can of course – it may well be significant.

 

 

P Portfolio Value (Starting Value) £
C/G Compliance (@ 40%) £

(40% of ‘P’)

Growth (@60%) £

(60% of ‘P’)

CI Cost Impact (2:1 for Compliance) £

(2*’C’)

VA Value Add (4:1 for Growth) £

(4*’G’)

TSF Total so far £

(‘C’+’G’+’CI’+VA’)

D Disruption (@20% of initial Portfolio value) £

(20% of ‘TSF’)

F Failure Factor (10% of Growth – planned value add) £

(10% of ‘VA’)

TP True Portfolio Value £

(‘TSF’+’D’+’F’)

 

 

TAKE THE TEST: Run the numbers and ‘do the math’ and then step back and take in the figure at the end

There you have it – the truth, the whole truth, and most likely, scarily nothing but the truth.

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 because 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 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/

Professionalise Project Management

August 1, 2017

The following is an extract from my new book ‘How to get Fired at the C-Level: Why mismanaging change is the biggest risk of all’ in association with my friends at Tailwind Project Solutions – the extracts follow a series of 5 Challenges that I think every organisation should consider, and consider very carefully – this is the final of the five challenges:

Invest in great project management skills – not just project managers

And how can you Invest in great project management skills? Perhaps we might begin with the PMO.

Since PMOs lead the project management community – either directly or indirectly, according to your PMO model (see appendices) – then by considering what the best PMOs offer we can gain some insight and see that:

  • The best PMOs have consistent, repeatable PM practices across the enterprise. All projects are held to the same standards and requirements for success. They have also eliminated redundant, bureaucratic PM practices that have slowed down projects
  • The best PMOs have the most experienced PMs in place and have a program underway to recruit the best PMs, develop their existing PMs into the best and to maintain this level of quality and experience
  • The best PMOs sponsor training and facilitate communities of practice to promote PM best practices in their organisations. Such communities of practice provide PMs with a forum to share their knowledge and share experiences

You can see that is not just a matter of recruiting the best project managers. That helps of course, as does developing the best project managers. Nor is it just having the best sponsors in place (we have covered that in some detail already), although having the best sponsors means that there should be a path for project managers to become sponsors.

It is not just about the provision of a ‘lean’ framework for these sponsors and project managers to work to – and by ‘lean’ I mean that every part should add value and not create unnecessary waste.

And it is not only about having a great project community – think way wider than just project managers in that community – or about having amazing education, mentoring, coaching or any means to raise skills.

It is about having all the above and anything else you can constructively think of providing to create an environment that provides and celebrates great project management skills.

To understand Challenge 5 further take a look at these three arguments:

  1. Project Management will always be a niche capability
    1. It’s the skill and experience of the individual project manager that makes or breaks a project;
    2. The need for success means that projects have to be driven by a ‘niche capable’ project manager;
    3. General managers will never have the time, the experience, the training, or indeed the skills, to manage any project beyond that which is simple in its goals;
    4. No executive gets promoted because of their project management skills; they get promoted for other reasons. Executives do not need project management skills but project sponsorship and product ownership skills.
  2. Project management is a core skill
    1. If you believe, as most evidence is now directing us, that we are moving to the ‘projectification’ of society, where work is less and less a line activity and delivered in the majority through projects, then it is clearly vital that all managers now understand the dynamics of projects and have basic skills and understanding of the process of project management to make the most out their organisation’s investments;
    2. All managers need to think in terms of controlled and carefully monitored delivery of outcomes, against a fixed budget and expectations of a quality outcome, that is as projects;
  3. Project management is both a niche capability and a core skill
    1. Project management methodology is a ‘core skill’ that all managers need to be aware of but, the actual project management activity is still a ‘niche capability’, for which additional training and experience are required to be successful;
    2. Managing a small, simple project is no big deal and most people can do it. Managing a large, complex project with substantial risk, diverse stakeholders, a geographically distributed team, multiple constraints and high stakes is best reserved for experts;
    3. The successful business of the twenty-first century recognises the value of niche project managers working under a supportive executive that has a foundation of project core skills.

I personally believe that there will always be a need for project managers, but what is also needed these days is a new management capability of successful project delivery. One man can’t do it all on his own (even Batman has Robin by his side).

All of which, I believe will make you reconsider the full project delivery capability within your own organisation, and then consider how well you and your organisation are supporting these project leaders.

To completely address Challenge 5 – invest in great project management skills – not just project managers – for as many people as possible to ensure that ‘projects’ are appropriately understood, and supported as a consequence.

We have now explored the five key challenges

  1. The challenge of investing in the right portfolio dashboard (getting a good and accurate view from the very top);
  2. The challenge of investing in real professional project sponsorship or executive leadership (project sponsors are from Venus if you remember);
  3. The challenge of investing at the C-level in a chief projects officer and, ideally, a PMO (added to the C-level);
  4. The challenge of investing in the means to know the true status of your strategic change/project investment (having good analysis and good reporting)
  5. The challenge of investing in professionalising the project capability and competence within your organisation (professionalise your project management).

It is now time to take stock, and to assess your own organisation’s position regarding these five challenges.

In the subsequent blogs we will cover five test points to apply against these 5 elements before moving on to describe five simple steps to move forward with all of the above in a controlled manner.

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 because 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 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/

Lazy but looking to be Busy

July 7, 2017

“Life? Don’t talk to me about life.”

 So said Marvin from The Hitchhikers Guide to the Galaxy by Douglas Adams

Marvin, more fully known as Marvin the Paranoid Android, is a robot manufactured by the Sirius Cybernetics Corporation. He is equipped with “Genuine People Personalities”  technology which is designed to make him more like a person. Marvin is a severely depressed robot. He’s regularly so depressed that, when he gets bored and talks to other computers, they commit suicide and die.

And life, others say, is what happens to you whilst you are busy making other plans. That is very true in my own very recent experience as I am now back out in the big wide working world seeking new challenges and new opportunities.

 After two and half great years investing heavily in a Global PMO and in project and program management, the company I was working for have done a complete U-Turn and abandoned project management as a primary focus and, as a result, don’t feel the need for a Head of Global PMO. Warning to all you PMO leaders out there, you are never completely safe…

 And so, I speak to my world wide network of friends, peers, colleagues, and social acquaintances to seek any and every opportunity to continue my work in PMOs, project management development, and delivery of change.

 Speaker – Trainer – Workshops – General scaring the hell out of C-level executives – MC – Event host and/or manager, PMO development and re-engineering, and, well, pretty much anything else related to the project world – that’s me.

 Anything I can help you and your company with, anywhere in the world, then please get in touch and get the Lazy Guy back being Busy (and productively lazy) once again.

 Thank you. Peter

 

 

Peter Taylor is a PMO expert who has built and led four global PMOs across several industries, and has advised many other organisations in PMO and PM strategy.

He 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 5 years, he has delivered over 250 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.

Add to the C-Level

June 22, 2017

The following is an extract from my new book ‘How to get Fired at the C-Level: Why mismanaging change is the biggest risk of all’ in association with my friends at Tailwind Project Solutions – the extracts follow a series of 5 Challenges that I think every organisation should consider, and consider very carefully:

Challenge 3 – Invest in a Chief Projects Officer

Well it starts with strategy formulation which is no longer the annual exercise it used to be – nowadays it is an ongoing iterative activity.

And since each strategy gives birth to one or more projects this adds to the portfolio constantly. Often, it should be honestly admitted, in some form of infinite capacity model – just keep adding projects and we will sort out the resources later.

The idea of a chief project officer is not new but it can be described as ‘emerging, with more organisations investing at this level in one person to represent the change programs at the highest level. If you think about CEO’s being most often fired for mismanaging change then it is a ‘no-brainer’ you would have thought if your portfolio is a significant one and – based on Challenge 1 – Invest in the right portfolio management – it is often more significant than you might think (see previous blog).

When project management, projects and change are elevated to the ‘C’ level of importance, one of the distinct advantages is it can no longer be viewed as optional, distracting, annoying, special or unimportant by all the other business functions. A Chief Projects Officer, or whatever title you may wish to bestow on this position, should make it easier to manage change initiatives across an organisation, should reduce that organisation’s exposure to the impact and potential; realisation of major risk, and can drive lower costs through economies of scale. All of which should deliver better results across the board, with higher engagement of all stakeholders and impacted employees.

A Chief Projects Officer (CPO) is typically responsible for providing governance over an organisation’s internal projects – external, or customer facing projects can be also covered but that is entering a slightly different world – with a focus on:

  • Ensuring all projects support the current strategic objectives
  • Managing the overall portfolio risk to the organisation
  • Driving efficiencies in delivery and economies of scale
  • Managing resource requirements across the project portfolio
  • Ensuring that all change is led by a skilled professional project management community
  • Leads, and is aided by, the PMO
  • Reports to the executive team

And how can you get a ‘CPO’?

Well why not fast track one through the project world?

I have seen in the companies that I have worked for, and I am sure that you have all seen it as well, the special ones amongst us that are on a fast track up through the organisation destined for the hallowed ground of ‘C’ level appointment. We all watch in awe and wonder at the skill and ability in acquiring new skills and mastering new responsibilities and generally doing a whole better than us.

And there is nothing wrong with that at all. They experience the company as broadly as possible with experiences in finance and in sales and in marketing and in manufacturing and even sometimes in services perhaps. They get first-hand experience of the component parts of the businesses that they will one day lead and this is a valuable preparation. These are the ones identified as having future leadership potential and any company will invest in such people for their joint futures.

Sadly, I have yet to see a future ‘C’ work their way through the project arena, the PMO, the project management practise. It seems as if, when it comes down to it, that the project side of the business (as opposed to the operational side of the business) is maybe a little less important, a little less attractive?

There is a danger of course in putting a non-project person in charge of projects.

A comment from my recent PMO Survey summed it up with ‘the management in charge of the PMO are highly experienced operational managers, each with a significant and solid track record. Unfortunately, that expertise does not translate into projects where the deadlines, delivery management and interaction between different role-players are significantly more acute than in operational management’.

So perhaps the ‘C’ is not immediately destined for the PMO leadership role but surely there is a critical need for such future leaders to understand the nature of their ever increasingly project based activities.

Take an action all of you executives – talk to the ‘powers that be’ and to the fast track talent development agencies in your companies, and open up your PMO with an invitation to ‘come on in and enjoy the experience’.

In the long run it will only benefit the PMO, your projects, you yourself and, of course, the organisation. Projects are here to stay and with the increase in project activity inside organisations then really the next generation ‘C’ level should understand as much as they can about our world.

 

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 because 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 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/

How project management can improve your business

June 20, 2017

 

We all know that effective project management is a key contributor to a project’s success. Still, we often forget to think about the bigger consequences that project management can have on the rest of business. Working on your project management skills does a whole lot more than boost your resume, it has serious impact on your business’ bottom line. Now that’s a definite selling point for any potential employer.

Share knowledge across your company

No-one understands who works where and who knows what more than a project manager. With experience managing human resources across your projects, you’re well equipped to help a business build a culture of knowledge sharing. By using project management skills to identify where specific skill and knowledge sets are, you’re well equipped to strategically share your talents’ expertise across the organisation.

Make the most of the resources you have

By being held accountable for resources at every project phase, you become aware of where in your company resources are abundant, and where they are scarce. Project management teaches you to keep track of where human resources are and what they have to offer. You also learn the limitations and possibilities that come with managing a budget – all of which is integral to running a business. You can manage customer expectations when resources are scarce, find ways of improving productivity and reduce business costs by putting the right people in the right places.

Manage time and budget like a pro(ject manager)

Knowing how to manage a budget and keep projects tracking to deadline is one of a project manager’s most valuable skills. Managing the budget and timing for an entire business, however, is something only a project manager at the top of their game can handle. By bringing your expertise to the table, you can use your valuable skills to deliver business insights that other professionals might miss. Project managers run a tight ship, and that’s often the approach businesses need.

Strive for continuous improvement

Project managers learn to continuously improve their processes and find new, more efficient ways of completing tasks. In today’s age of disruption, businesses need this approach on a company-wide level. By implementing new processes on a company-wide level, you can instigate the change that sees profits rise and productivity skyrocket.

However, you can’t just expect everyone to jump on board straight away – and project managers know that. Great stakeholder management skills are crucial when it comes to rolling out any change or improvement in a company. Having experience managing stakeholders across teams and departments is a great card to have in your back pocket when managing a business.

Having a project management approach to managing business is more than just a nice philosophy – it’s common sense. Great project managers are well equipped to shine in the world of business. Improving your skills and applying them at an enterprise level is a sure-fire way to start your path to success.

If you’d like to improve your project manager skills, without having to leave the workforce, consider studying a Master of Project Management online at Southern Cross University Online. Flexible study loads mean that you can strengthen your experience with postgraduate study without putting life on hold.

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.

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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)

The Social Project Manager’s Toolkit

October 11, 2016

What: A Social event exploring everything you need to know to collaborate effectively as a project team

When: Thursday December 1 2016 1:00 PM – 4:00 PM

Where: The Yacht London is a permanently moored 1927 luxury steam yacht with a fabulous history, situated on the North Bank of the Thames, between Embankment and Temple, in what is known as “The Mayfair of the River”, just a short distance from the Houses of Parliament it boasts magnificent views of the Thames and Southbank

y1

Who: A unique event with both Elizabeth Harrin (A Girls Guide to Project Management) and Peter Taylor (The Lazy Project Manage)

Why: Why should you attend? Elizabeth and Peter, will be exploring the exciting but challenging world of social project management that all companies must embrace in order to be more effective – and they will be providing you a toolkit you can use immediately

Time to book your place:

Join us in a funky social environment – relax, enjoy a glass of bubbles, afternoon tea and a 3-hour fun and practical workshop with two of the world’s leading experts on project management.

FIND OUT MORE

Here’s what will you get from this event…

  • Understand the value, in both quality deliverables and reduced waste, in adopting the social project principles
  • Learn practical steps to benefit from the social project management world
  • Develop better collaboration in your project team including:
    • choosing the right technology for the job
    • build better stakeholder relationships
    • communicate more effectively about your project
  • Receive the Social Project Manager’s Toolkit
    • A set of concepts, case studies & practical tools & templates that you can use tomorrow to help your projects adopt the ideas behind social project management

This event is taking place in a beautiful, social environment where you will be able to loosen up, engage with your peers and get ready to be seriously challenged by Elizabeth & Peter as they lead you into a future way of working, learning about and supporting your challenges, and helping you to change the way you do business.

And there will be time at the end of this workshop to chat with both authors/presenters on a 1-2-1.

BOOK YOUR PLACE TODAY

Organisations must move with the times, increase productivity, reduce employee stress levels and become smarter in the way they manage projects – it is clear that social project management is the wave of a new and better process for Project Management that can deliver all of this.