Archives for January 2011

Project Management Process Groups

Tom · Jan 28, 2011 · Leave a Comment

According to the PMBOK, one way project management can be defined is as a series of five process groups. These aren’t phases. Instead, each group consists of specific activities. Some of these activities may be reiterated multiple times throughout the project (e.g., for each phase). In addition, the output from one process may become the input for the next process. This means there is often a definable flow in how the processes are connected, but several processes may also overlap and/or be repeated in the project timeline.

Initiating

This is the first process group. Its purpose is to achieve authorization for a project and define its objectives. The general scope, duration, resources, and desired final output are described. The project management team may actually have only limited input at this point depending on the organizational structure. For example, the project may be initiated by another department when a need arises that requires a complex solution outside their ability to achieve through their normal mode of operation. This initiated project may then be assigned to a project manager for fulfillment. Outputs for this process include the project charter and a preliminary SOW.

Planning

This process involves determining how the newly initiated project will actually be carried out. This includes refining the information developed during initiation and reviewing the resources needed (including human resources). Planning also entails identifying risks that may affect the project and deciding how these will be handled. Quality and communication planning take place as part of this process group. Cost management and procurement strategies are addressed as well. A WBS including various deliverables and work packages is constructed and schedule activities are defined and sequenced.

Executing

The execution process group involves taking steps to act upon and complete the project work according to the procedures outlined during the planning stage. Any approved changes are implemented as part of this group. Coordination, communication, direction, and management skills are all essential to these processes. The project management team is acquired and developed and contact with vendors is initiated. Reports about project progress, quality, and challenges are a core component of the information distribution aspect of execution.

Monitoring & Controlling

These processes occur concurrently with all the other process groups. Observation, problem identification, and correction are the three basic purposes of monitoring and controlling. Any variances from the project’s initial objectives and the project plan may be cause for concern. This process ensures that only approved changes are made so the project doesn’t morph into something unrecognizable over time. A well developed system for collecting and analyzing data is required for appropriate monitoring and controlling. Quality control plays a significant role in this group of processes.

Closing

This process finalizes a project and closes it out. This activity often includes satisfying the terms of any outstanding contracts. The project manager must ensure that other processes (planning, execution, monitoring) are complete and the final deliverables are ready to be handed off to the end user or stakeholder group. Ideally, there should be no loose ends upon closure.

Managing People When You’re Not A “People” Person

Tom · Jan 22, 2011 · Leave a Comment

As a PM, you know that project management almost always involves a lot of “people management”. However, not every effective project manager has a particularly charismatic personality. For example, you might be a great strategist, highly focused, patient, organized, self-disciplined, and determined to succeed. These are all qualities that go into making a good PM. One important attribute missing from that list is “likability”. That’s because you don’t really need to be a people person to do your job well. What you do have to be is a good communicator. People skills are called “skills” for a reason. They are something you can learn – you don’t have to be born with this talent.

Perception is Reality

If you tend to run into problems with people responding negatively to you, there are steps you can take to change this. You won’t need to transform your personality either. You just need to alter how people perceive you. That’s about communicating the best aspects of yourself – your strengths rather than your weaknesses.

For example, if you tend to be a very literal person, you may have difficulty understanding what people are really saying when they beat around the bush. This may give you a reputation for being a poor listener (if you make mistaken assumptions about what people mean). Or, you could be thought of as brusque if you tell people to “just get to the point already!” Using communication skills such as reflective listening allows you to clarify what’s being said while making the other person feel valued and respected. Then, you get the information you need and they come away thinking you’re a great manager to work with.

Different Strokes for Different Folks

Every individual has a different communication style. However, these tend to fall into one of a few categories. An assessment program such as DISC can help you learn to recognize these behavioral patterns in yourself and in others (Dominant, Influential, Steady, and Conscientious). This is very helpful when you are managing a large, diverse project management team.

For example, a Dominant person may want to address factual issues relating to a project rather than focusing on how a particular decision makes others feel. An Influential individual responds when you start out with friendly conversation before giving instructions for a particular task. A Steady person appreciates being given clear objectives to accomplish on a project. Conscientious people should receive early warning of any upcoming changes to scheduling or procedures so they have time to adjust.

What Can You Expect?

The benefits of learning people skills extend into every aspect of project management. You will know that you are building your ability in this area when:

You experience fewer misunderstandings with all groups of project stakeholders
Team members ask plenty of questions and participate fully in meetings
You find out quickly whenever a problem crops up
Peers and superiors follow your recommendations more frequently
Subordinates carry out schedule activities more effectively with fewer errors and delays

Succession Planning in Project Management

Tom · Jan 15, 2011 · Leave a Comment

As a PM, one important project you may eventually take on for your organization is training someone to replace you. A company with a strong project management department or team is likely one that has a clear understanding of the advantages of such advance planning. Succession management is a critical aspect of planning for businesses that want to keep their competitive edge. Employers are facing the reality of a serious shortfall in qualified leaders to replace retiring baby boomers. If your position as a PM entails strategic planning, authoritative decision making, and team management, your role falls into the category of leadership. There needs to be someone ready to step in when you step down.

Whether you are thinking about retirement, striving for a promotion, or looking at job offers from other organizations to further your career, someone will have to take your place. If you were mentored in your career path to becoming a successful PM, you can pay this favor forward to the next generation. Have you considered how you will pass on your knowledge?

Why You Need a Plan

Knowledge retention isn’t something that just happens. Mentoring isn’t accidental. These are processes that require deliberate action. If you can reasonably see yourself leaving your current position within the next 3-5 years, the time to start planning is today. That’s because the more energy you spend on preparing your organization for this transition now, the less you will have to do later. This leaves you free to focus on what you are moving toward (promotion, relocation, a change in careers, retirement) rather than what you are leaving behind.

Do You Know what You Know?

Until you start writing things down, it’s hard to grasp how much specialized knowledge you really have. If you try to just sit down in one afternoon and document all the advice you would pass on to a successor, you are likely to miss a lot. A better way to begin collecting this information is to keep a notebook where you can jot down ideas as they occur to you. Take careful note of the questions your team members ask about methodology and best practices. The answers to common inquiries in these areas are definitely something to include in your “knowledge retention notebook” to leave behind.

Use Your Time Wisely

Of course, you don’t have to teach a mentor literally everything you know. You won’t have the time for this and it’s not really your responsibility. Those who are being prepped for a future as a PM will likely be going through project management training courses to learn the basics. That means the best on-the-job training you can offer falls into two categories:

Things that can’t really be learned in a classroom (like how to negotiate for a higher budget)
Practices and issues that are specific to your organization (such as how to handle specific interdepartmental communication issues)

Who Should You Teach?

Just because you see a specific team member as a rising star within the organization does not mean that is the individual you should mentor. Succession planning is done in conjunction with HR and top level management. They may have different ideas than you about who they have in mind to take your place. This is especially true if they see the future of the organization differently than you do. If you can all agree on one or two candidates who should receive leadership training and mentorship in project management, you can focus your efforts more effectively. Finally, your mentee must be someone who wants to be taught but who isn’t going to try to take your job before you’re ready to give it up!

Why Project Management Ethics Matter

Tom · Jan 8, 2011 · Leave a Comment

In project management, having a reputation for doing the right thing is essential for getting your job done effectively. Without trust, communication grinds to a halt. That’s one reason the PMI and other professional business organizations seek to define the values that support ethical work and outline standards of conduct they expect their members to live up to. The term “ethics” covers a lot of territory, but there are some core elements that tend to be included in any discussion of this topic. These include:

Reliability – being trustworthy and honest – acting with integrity

Responsibility – holding oneself and others accountable – striving for excellence

Respectfulness – treating others professionally as one would want to be treated

Fairness – being evenhanded, objective, and consistent in interactions with others

Credentialed project management professionals generally adhere to an ethical code of conduct to maintain their credibility within their field. However, it is also important to acknowledge that there is a great deal of pressure placed on PMs to disregard ethics. When faced with unrealistic deadlines, an inadequate budget, excessive restrictions, or other hindrances to project completion, it can become tempting to stretch the boundaries of ethical behavior.

Here’s an Example:

Sometimes disclosing a particular piece of information would bring down a hailstorm of trouble from stakeholders. It might be possible to avoid all that unpleasantness by leaving a critical bit of data out of a report – at least until you have time to try to fix the problem. Some people would say that’s not really lying, just controlling the flow of information. But if you’ve made a commitment to communicate fully and honestly with your stakeholders (a key component of the PMI code of conduct), it is a serious breach of ethics to withhold pertinent information.

There are Plenty of Opportunities to Get Things Wrong

There are dozens of other ways to cut corners during project management that can make your job seem easier. This includes letting things slide in QA assuming you can go back and fix things later. Or, it might be the temptation to play fast and loose with documentation or regulations due to time constraints. Perhaps you have access to confidential information that could be used to “grease the wheels” with a contractor but that you know you shouldn’t disclose. Conflicts of interest are always a temptation when you are in the position to give and receive favors in the context of a project.

How Important is Your Career?

Then, there may be the threat hanging over your head that if you don’t get the job done your employer or client will find someone else who is willing to do whatever it takes. In fact, from one standpoint, being known as someone who bends the rules to get things done can be a distinct advantage in project management – in the short term. Stakeholders may be happy to look the other way as long as they enjoy a profit as a result of a “successfully” completed project.

However, unethical behavior has a habit of coming to light. It may not rise to the level of criminal misconduct, but it can tank a career regardless. Even in a culture that places a great deal of trust in contracts and in the power of the legal system to enforce them, no one really wants to have to worry about whether they will end up in court when they engage with your organization. When vendors, partners, lenders, customers, employees, and other stakeholders can’t trust the word of a project manager, business relationships break down.

PMs Can’t Afford to Ignore Ethics

Ultimately, a project manager who can’t be trusted will eventually be viewed as a liability by the same people who pushed for the PM to break the rules in the first place. An unethical PM is one who faces a bleak future with not even the comfort of having their self respect intact. In the final analysis, the personal and professional price that is paid for ditching ethics just isn’t worth it.