We've just about reached the six-month countdown to the start of the 2010 Winter Olympic Games in Vancouver, British Columbia, Canada. And while most projects are wrapped up--or well on their way--it seems as if some members of the Vancouver Organizing Committee for the 2010 Olympic and Paralympic Winter Games (VANOC) are just muddling through.
The economic crisis is much to blame of course. What should be an exciting time for this city has given way to constant concern over the budget. Rob Mickleburgh recently wrote a story for the Globe and Mail describing this problem:
In a somber, reflective assessment yesterday, VANOC head John Furlong acknowledged the changed circumstances. "We thought this year would be all about executing and delivering services the way they were planned. But it's not as simple as it used to be," he said.
"We will probably not spend a day between now and the end of the Olympics when we are not evaluating a decision against the costs of delivery ... and the ground is always moving. It's an element we really hadn't thought we'd be dealing with today."
It got me thinking: What happens to a team when a highly visible and exciting project gets overwhelmed with challenges? How do project leaders keep team members motivated?
The economic crisis is much to blame of course. What should be an exciting time for this city has given way to constant concern over the budget. Rob Mickleburgh recently wrote a story for the Globe and Mail describing this problem:
In a somber, reflective assessment yesterday, VANOC head John Furlong acknowledged the changed circumstances. "We thought this year would be all about executing and delivering services the way they were planned. But it's not as simple as it used to be," he said.
"We will probably not spend a day between now and the end of the Olympics when we are not evaluating a decision against the costs of delivery ... and the ground is always moving. It's an element we really hadn't thought we'd be dealing with today."
It got me thinking: What happens to a team when a highly visible and exciting project gets overwhelmed with challenges? How do project leaders keep team members motivated?
I think that regardless of how anyone views this so called "crisis", the team that has a job to do will do their best to deliver quality work. Many people, though, that are on the team, are common folk from Richmond, Vancouver and surrounding areas of British Columbia. The comments that you would hear from those living there and contributing is that excitement is growing, but at the same time, due to the restrictions that are requested of the locals, it's not as exciting as others, outside of Vancouver, would perceive it.
Locals are asked not to use the new facilities as much, clear the streets, etc. There are various things happening right now in Vancouver.
In my view, no matter how difficult something is, the project leader has to focus on teams executing their core activities with excellence by focusing on their team and each individual, as appropriate, by paying attention on what they do best, their potential, strongest skillset and using it in the project. Many people on the project teams crave that kind of recognition, regardless of how large or small a project is.
Secondly, making the team's involvement more pronounced, showing them how critical their activities are to the success of this event.
Thirdly, making it clear what the importance is of making this event successful: to the city, country and the team themselves. Everyone benefits one way or another, the question is how do you emphasize those benefits and sell it to the project team.
The following is an interesting quote:
"We will probably not spend a day between now and the end of the Olympics when we are not evaluating a decision against the costs of delivery."
Shouldn't that be the norm? Why is it that when money is flowing, we tend to think that not evaluating each expenditure against the value it provides?