- Don't be cute in the subject line. Attract the attention of the recipient using powerful, descriptive language in subject lines. Include a call for action when needed, including statements like: URGENT, FOR YOUR IMMEDIATE ATTENTION or ESCALATION REQUIRED.
- Limit the distribution list. Include only the interested parties in the messages. Beware the "Reply All" button.
- Start fresh. Remove unnecessary email trails -- for example, when the messages start to deviate from the original topic. Better yet, when possible, create a new message to continue the discussion.
- Manage response expectations. Let your team members know the reason for a delay, in the event you are not able to take immediate action on a request or conversation.
- Filter and follow the thread. If the number of messages on a topic starts to get out of hand, sort them by subject or conversation. Return to the first of the sequence to find clarity on the issue at hand. Then, scan the rest of the message's trail to determine what requires attention and action.
- Do not engage in email battles. Avoid confrontation online. It is just not productive and creates clutter in your inbox. If you spend more than 10 minutes crafting an email, you are better off scheduling a meeting or call with your counterpart to address the problem in an actual conversation.
- Turn on auto-reply. As a courtesy to your teammates, enable the "out-of-the-office" feature. Specify your length of absence from the office and who will be covering while you are out.
- Make thorough meeting invitations via email. List the agenda and attach any documents that will be reviewed during a conference call. Do not send documents minutes before the call, expecting that attendees will be online.
- Always include the meeting location. In the location box of your calendar invite, include the meeting room data and any pertinent communication information, such as the conference bridge number and PIN.
- Check the availability of meeting participants. As many email clients allow you to check a participant's availability, do not send calendar invitations knowing that one or more participants are unavailable. This will reduce email traffic.
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The challenge of effective communication is keeping a consistent point and changing your presentation and rhythm to avoid becoming boring.
Great communicators use a similar approach to great music. It does not matter if you listen to Beethoven's "Symphony No. 5" or Queen's "Bohemian Rhapsody." You find consistency and variety in both. Patches of high intensity contrasted with quieter movements create a memorable and complete masterpiece.
The same effect can be achieved in your communication by balancing positive and negative elements of a message or changing the direction of the information flow.
For example, if you want someone to stop an undesirable behavior, point out the problem, but also highlight the benefits of the change you want to occur. Or rather than telling the team they are behind schedule, change the direction of the information flow and ask them for ideas to regain the lost time. The point you are making is consistent, but the variety in presentation leads to engagement.
Another key element is to finish on a high note. Great music does not fade away. It builds to a crescendo!
Great communicators such as Martin Luther King Jr. or Winston Churchill had a consistent, heartfelt message they communicated in a way that would create a strong reaction in their listeners.
Both had different speaking styles, but each had a real sense of rhythm and performance. Their speeches are carefully crafted for effect, but the presentation adds enormous weight to the message.
While you may never need to 'fight on the landing fields' or 'have a dream' to change a nation, taking the time to think through how you will present the information in your communication in a way that is engaging and memorable will help you be more effective in getting your message across to your audience.
Do you spend more time drafting your message or thinking about how you will communicate the message?
One suggestion is to look to your junior project managers, provided that they are sufficiently skilled, to complete the work that needs to be done.
But how do you train the junior project manager quickly and sufficiently?
As project managers, we, especially those with credentials, have a strong belief in this profession and the desire to advance our knowledge and practice. Those of us who are already senior project managers have the responsibility to work with our junior project managers or team members and support them in their growth.
As a project or program manager, you have the power to give them the tools they need to unleash their power as coordinators and junior project managers. As a project manager, you already know how to manage the project. It's up to you to help the less experienced know what they should be doing, what they shouldn't be doing and what tools they should or shouldn't be using.
For example, I worked with one junior project manager who lacked experience in working with those who were directly involved in the business operation. The solution we found was to involve her directly with the business analyst. The business analyst could help the project manager communicate her needs into "business speak." This allowed the project manager to learn, and adjust her management and communication styles.
Knowledge sharing gives junior project managers more confidence. By providing them with an experience working with you on a project, you are creating an environment that fosters growth and development and is fun and rewarding.
Are you a senior or junior project manager? What has your experience been like? How do you foster growth for junior project managers?
Should the project manager of the lead organization invite the outside project team to the closing project's lessons learned session?
Here are three tips project managers can use to incorporate external project teams into their lessons learned:
1. Be discreet about company information, but target improvement. Before working on the project, there was likely some type of agreement with regard to proprietary information. This agreement should still be in effect for the lessons learned session. Before you host the lessons learned meeting, talk openly about the processes with the external team to help ensure your discussions are protected.
2. Stay focused on the project. Even during lessons learned sessions for internal project teams, attendees can veer off topic. Try not to argue about which organization was responsible for the mishaps or which company fell short on delivery. Focus on the issues: How can you better prepare project plans with outside parties? How can you review risk and issue lists together? What different criteria should be included in the scorecard that will bring value to monitoring the project and measuring the vendor relationship?
3. Build camaraderie. The two organizations may want to collaborate on a future project or enhancements to this closing project. Prepare questions that will allow the groups to work as one in the future. For example, how did the quality standards benefit evaluating the finished product? If the project relied heavily on documentation, is there any additional information that could be helpful? What communication methods may need to be revisited for the two companies to reach a decision in a timelier manner?
If the third-party is holding separate post reviews on the same project, chances are valuable lessons from one group or the other are being missed. It is not uncommon for the lead organization to have an exclusive session in addition to a combined session. Having both groups present can be a favorable collaborative effort toward building vendor management best practices or improving the next project, the future vendor relationship or just a similar project situation.
Does your organization include the external team in its lessons learned sessions?
Rather than making positive or negative conclusions about a culture, project managers need to build awareness and understand that cultures exist relative to each other. The challenge is to determine the actions that will enable them to successfully manage projects and reconcile the relative differences.
Project managers should consider the five W's to successfully work collaboratively on a global project.
Who: Who is working on the project? Everyone. It is rare to find a stakeholder or team member working on a project that has little or no contact with people from a different culture of their own.
What: What skills do project managers need to develop that will make them credible in another culture's eyes?
A project manager may be fluent in one or more foreign languages, for example. While that will help him or her communicate with others, it will not give the project manager the understanding on how a culture understands deadlines or other aspects of business. Project managers must listen and observe while working in a global setting to learn these things.
Where: Where is there opportunity to learn? Project managers should interact with people of different cultures inside and outside of the business world to navigate through unfamiliar cultures. Next time an intercultural opportunity arises, seize the moment to observe, reflect and learn.
When: When is the best time to collaborate with a multicultural team? Select an activity where all or most of your team members participate, such as a project status meeting. Does every culture respect a set meeting time, for example? In some cultures, there are no written rules of time etiquette, and a single event can be interpreted in a multitude of ways.
Why: Why should you care about multicultural traditions? As a project manager, you will have to manage teams that are partially collocated and across time zones. You should be somewhat comfortable in foreign environments and cognizant of local customs to continue learning and effectively conduct projects.
As a global project manager, how do you apply the five W's?
As project managers in a global environment, we are now more often expected to lead multi-regional projects. This adds the element of different cultures -- both national and organizational -- that adds can add complexity to projects.
Perhaps your experience is similar to mine when working with project teams in a global environment. My multicultural project team consists of senior stakeholders, a deployment team and a technical support team. All team members have varying experience in the organization, but also can come from very different cultural backgrounds.
There can be a struggle when starting a project in a culture that you are not familiar with. How do you bring everyone together to share a common vision and commitment on the project delivery? I have learned that I need to develop strong cultural competencies to manage a multicultural project team effectively and to establish connections with the team members.
I like to use three tactics when on-boarding a new team member from a different culture:
1. Explain the purpose and benefits of the project to help establish the bond between the team member and the project objectives. Stress the importance of his or her role and how his or her local experience and knowledge will benefit the project.
2. Discuss any concerns that the team member may have, such as with language or customs. This can also help break the ice and show that you understand how difficult cross-cultural relationships can be.
3. Emphasize what is important to you, whether it's work ethic or communication methods, and why it's important. Don't assume that all of your expectations are globally understood.
When I manage a project abroad, one of my preferred ways to build cultural awareness is by spending time visiting popular spots where the locals meet. For example, at restaurants, coffee shops, sporting events and shopping centers, you can observe customs, traditions and behaviors.
Your observations in those settings can help to answer your questions about the culture. But it's just not observation that will help you. People are very proud of their cultures and customs and are often keen to help you understand them. This supports the need to build a rapport with your team, whilst also building your awareness.
It's also important to understand your own culture's norms and behaviors. That knowledge helps guard against interpreting another culture's behaviors in terms of your own unexamined expectations.
As a global project manager, how do you manage a multicultural team?
I have actually done this myself as a project team member. As someone technical, and who also has project management experience and knowledge, I have tried to impart that wisdom to my project manager.
I clearly remember one project manager I would advise on a number of things. It's in my nature that when there's a gap -- whether in communication, documentation, project planning -- I want to point it out.
The dilemma is that if you impart your knowledge too forcefully, you are possibly invalidating the project manager.
In certain situations, that advice becomes unmanageable and puts more pressure on the project manager, not only to manage the project but also to manage you.
If we feel there's a need to bring something to the table that is going to add value to the project, it needs to be brought up as such. You should not expect that the project manager would just implement it because you said so.
Before you even do that, consider asking yourself why you are thinking a particular way about a situation. Why are you asking for the changes? How does it resolve a specific issue that you are dealing with?
Challenge yourself. See if you can adapt and work with your team, deliver what you are required to deliver and, as appropriate, bring up the items that you feel can add value to the project. Understand the value of your place in the project and fulfill on the expectations others have of you.
How do you handle project team members who forcefully suggest their ideas?
But every team member approaches commitment in a different way. Different generations place different values on pursuing work-life balance.
A strong work ethic is a characteristic of the older members of the project team, part of the silent generation. Members of this generation tend to want to work a reduced number of hours to be able to devote time to personal activities.
Baby boomers, the generation referred to as workaholics, consider work a high priority and greatly value teamwork. In my opinion, they are focused on their achievements and are willing to work long hours to achieve project success.
Generation X is good at controlling their time. This generation has a desire to control and set a career path, personal ambitions and work time.
Generation Y is driven by a strong preference for work-life balance. Many Gen Yers look for jobs that provide them great personal fulfillment.
In my opinion, one of our tasks as project managers is to find ways to shed the stress in our project team members' lives. Part of that is to better understand the work-life balance needs of team members from different generations.
To bring a better work-life balance to any generation, define more accurate project schedules based on flexibility, telecommuting and time off.
Tell us about actions you have adopted to meet project goals and still accommodate team members' work-life balance needs.
But technology today affords us the luxury of being able to do many things online -- such as holding a lessons learned session. We can engage with people across the country or someone who may be sitting right next door. Regardless of where someone is located, we must maintain a cordial and professional manner when we interact online.
When you have dispersed project teams -- and even sometimes otherwise -- getting people to stay focused and not be disrespectful to others in a lessons learned session is a challenge.
To overcome this, set the rules for participating in the session. Make sure participants understand them and agree to them. These rules should include:
- Respect. Allow someone to make his post without experiencing sarcasm, blame or degradation. Emphasize open, honest and polite communications. Project team members will develop an appreciation for each other, the project manager and their organization.
- Treat people as if they are right next to you. Use a tone of courtesy that can be recognized in any language. Respect the person's time and keep posts brief. Do not veer off on other conversations -- stick to the discussion.
- Put a face to a name. Many applications allow photo uploads. When someone responds, everyone can see who is participating in the discussion.
When you maintain control of the meeting and employ general courtesy, it keeps the discussion flowing and ensures everyone gets the information needed about lessons to be learned.
How do you maintain control in lessons learned sessions?
As a result, some organizations are trying a "day without email" on Fridays and/or weekends to encourage more face-to-face and phone contact with customers and colleagues. How do you think this would be received by a multigenerational project team?
For baby boomer and silent generation team members, face-to-face may be a preferred communication method. But for members of Gen Y, not communicating by email may make them feel like a fish out of water because of their preference for virtual communication.
As the "day without email" idea progresses gradually, employees in these organizations are probably realizing that business functions are about human relationships. This is an opportunity to foster a coaching environment in which Gen X and Gen Y will be able to hone their interpersonal skills supported by senior project team members.
For those project team members who use technology frequently, discuss alternatives that will reduce the dependency of email in their daily activities.
How much do you depend on technology for your daily activities? How would your project team survive the "day without email" policy? Would you enjoy having a day free of email?
Executing projects with a sense of urgency means you and your team must really apply yourselves. Every day has to be productive. Tools must be properly utilized. The work needs to be completed with quality and according to the requirements.
Don't look at the future as a way to fix the mistakes you might make today. Address items immediately and effectively so that you don't make them again.
Persistence means not giving in or giving up. Nor should we quit when things get tough.
Don't let it slide when you feel less productive: You and your team should encourage each other to be in motion at all times. After all, we are hired to perform a specific job. The more we stick to being professional and complete in the work we do, the higher level we will reach in our daily execution of project tasks.
Finally, have the desire to be great. That means don't settle for second best or for a "good enough" result. You should want to outdo yourself, to be more effective than in the past. Strive to complete more work through effectiveness and with higher quality than you think you can. It's the only way to improve yourself.
When the entire team is aligned to such a work ethic and mindset, it no longer is a job for a project manager. It becomes a game and a challenge that everyone on the team takes on and is excited to be part of.
Together aligned we achieve more, have fun, constantly grow and become better at what we do.
What do you do on a project team to add value to the team effort with your own individual effort?
There are many ways that we can unknowingly coach our team members. When dealing with stakeholders, for example, project managers have the authority to set limits and control the discussion to stay on the subject. To be able to do this, we need to know the business process at both a high level and in terms of the customer's business goals.
In dealing with stakeholders, we indirectly coach our project team members to do the following things:
- Exercise a project manager's authority when the situation calls for it
- Understand the strategic direction the customer is embarking on
- Display at least a little business acumen and subject knowledge
- Communicate direction effectively with the objective of getting good results
- Control meetings and discussion; ensure objectives are met within the allocated time
How have you indirectly coached your team members in your projects? What examples do you set for your team members to follow?
Read more posts on coaching teams.
About 100 years ago, Ernest Shackleton was looking for a crew for a challenging project: to produce a map of the South Pole. It is said that he published an ad in the local newspaper looking for team members with creativity, a good sense of humor and technical skills.
Fast forward to the present day. Dr. Martin Seligman, director of the Positive Psychology Center at the University of Pennsylvania in the United States, is the founder of positive psychology, which focuses on the study of such things as positive emotions, strengths-based character and healthy institutions.
Dr. Seligman theorizes that in order to choose people for success in a challenging job, you need to search for aptitude, motivation and optimism.
This "explanatory style" theory, which indicates how people explain to themselves why they experience a particular event, can be applied to teams, too, according to Dr. Seligman. He based his hypothesis in three basic predictions:
If everything else remains unchanged, the individual with a more optimistic explanatory style will succeed. This happens because he or she will try harder, particularly under bad circumstances.
The same thing should hold true for teams. If a team can be classified by its level of optimism, the more optimistic team should achieve its goals, and this will be more evident under pressure.
If you can change the style of the team members from pessimistic to optimistic, they will achieve more, particularly under pressure.
The next time you need to pick a project team member, consider their optimism in addition to his or her technical competencies.
How do you choose your team members? What characteristics do you take into account when integrating members to your team?
Read more from Jorge.
Read more about teams.
Let's look at four types of coaches and how to best utilize them:
Fly in, fly out
This is usually a consultant who comes for a one-time session. He can provide a fresh perspective from having worked with several organizations.
Be sure the session is long enough for the coach to assess the state of your organization. Let his input be uninfluenced by your existing perceptions. Deploy the coach's suggestions in your own way or get him back for more extended consulting. If the coach's observations seem extreme, don't be surprised -- it may be necessary to get to the issues in a short amount of time.
This "contract coach" typically spends a few months advising a team or an individual. This arrangement offers more continuity, as the coach can observe the flow of the process through all stages and still maintain her independent view.
To get the most of your contract coach, be sure to include her in most meetings of the teams being helped. Do not think of these coaches as separate from your team just because they are not regular employees.
Some agile coaches will work alone, as a full-time employee. This situation is advantageous because the coach can set clear direction for an agile team without a potential conflict of interest among his and the proper organizational strategy.
While this arrangement assists in quicker implementation of decisions, it may not allow for as many fresh ideas. It can also be hard to scale the coaching effort to more agile teams as organizational needs grow.
Team of insiders
Some organizations employ an entire team of coaches, which is effective when working with difficult teams because the teams and coaches can support each other. For example, a team may have trouble adopting key practices, but pointers from another coach may help get the team unstuck.
Multiple agile coaches can also balance the workload of coaching multiple teams so no one is overloaded.
The hazard is that the coaches may splinter into competing ideas on how to execute agile. Establish a process for when the gurus do not agree on which agile practices should be emphasized. Strive for a balance of standards and the ability to evolve as new practices emerge from the profession or successful teams.
In general, make sure there is synergy between your agile coaches, tools team, education people, and corporate governance or process definition body.
How do you best work with an agile coach?
See more posts on agile.
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The key to empowering a team member lies in the project manager's ability to get to know the person's strengths and weaknesses. Some people, although highly skilled, are weak at managing customers. Some have the ability to influence but aren't necessarily good at managing time.
In one of my earlier posts, I talked about delegating work to team members as a way to help them succeed. To be able to delegate effectively, project managers simply cannot pick one person and assign him or her a task without carefully considering that person's skills.
When empowering team members, the same rules apply. In some cases, you can only see the true colors of a person through action.
First, select someone with a suitable background and competencies. Then test the person with small decisions or tasks. Check if he or she can communicate effectively by having conversations to gauge his or her ability to think and act proactively.
When you empower team members by giving them greater responsibility, you can significantly improve the way a project is managed. Deadlines that require input or quick decisions can be met promptly, for example. Customer satisfaction can be improved because a team member doesn't have to go through layers of approval. And, those empowered team members may get a confidence boost.
What decisions do you trust your team members to make? Have you experienced any negative impacts by empowering team members? Do you think empowering team members improves project delivery?
Editor's note: The title of this post was changed on 9 December 2011.
Do you make time to identify your requirements for managing a project? Sure, you plan and manage the project, but as a program or project manager do you also identify your needs for running the project and the team?
It's important to know what we require of our team and stakeholders. When these needs are clearly identified and communicated, it's easier to track and manage the related project tasks and variables.
For example, I recommend that you require your stakeholders to attend meetings and give input during the change management process. You'll need the decision makers to assist you in evaluating the need for change.
When you set and express this participation as a requirement, your stakeholders understand your requirements and their own importance. Further, when a change is requested during the project, it doesn't come as a surprise that you expect stakeholders to be involved in the process.
When it comes to your project team, maybe you require team members to be on time for meetings and to submit progress updates. Communicating this as a need and setting the expectation helps ensure that team members give timely feedback when needed. When team members meet this particular need, you're able to meet your own deadlines with the customer.
Setting and communicating project management requirements are nothing new. For the most part, these needs are automatically expected from everyone involved in the project. But failure to pen down and communicate each need usually leads to more project challenges. For example, team members may start to argue, finger-point or shake off their responsibilities. There's also the possibility of missing a milestone -- and that's something to avoid.
Take time as the project manager to set your requirements for running the project. And do so as a high priority.
What requirements do you establish for managing a project? Do you communicate these to the project team and stakeholders?
Many of today's agile project teams are distributed around the globe. While simple implementations of agile processes assume co-location, in larger enterprises, this is rarely the case. Selecting tools to assist remote communication helps, but it's not enough.
Here are some human factors to consider, beyond the tools, to work successfully with a distributed team:
Cultural differences can become apparent when working with global talent. Some people are uneasy if some social small talk is omitted as part of doing business. Some are uncomfortable if we don't simply get to the point. This affects agile teams as they implement practices such as self-organization, pair programming, and retrospectives. Remember people's assumptions can vary.
Time-zone differences can be helpful by providing longer hours of coverage. But check with your teams on when they begin and end their workday. Different cultures have different laws and traditions on when to go home. Not all people have private transportation, and not all countries use daylight savings time.
Finding teams in compatible time zones can be an advantage with more hours of coverage, if the hours and needs are remembered. Partnering with teams that are north or south of each other makes this easier because the time difference is less extreme.
Communication differences among distributed teams also require forethought. Agile teams will notice a need for engaging and informative tools in their story grooming, estimating, planning and retrospective meetings.
Telephone calls can be awkward because there is no visual cue as to who is speaking and no person to look at. Also, sound varies for each person depending on if they are in the same conference room, on a speakerphone, using a headset or cell phone. Make it a point to include people on the phone if part of the group is face-to-face.
Video conferences or webcams might be a better option. Be aware of the background so it is not distracting. Also be aware of the lighting quality and direction -- illuminating an attendee's face is better than a dark silhouette.
Spatial user interfaces, which extend traditional graphical user Interfaces by using two or three-dimensional renderings, give people someone to look at and allow positional body language and gestures to convey nonverbal information. However, be sure to allow training time for participants so they can make the most of these environments before needing to concentrate on a meeting.
By using the right tool and having the right mindset, agile teams can work together across wide distances.
How do you work successfully with distributed teams?
There is one technique in agile scrum that I particularly like and have found very useful. I'm pretty sure this technique has been around for a long time, only now they have a special name for it: the timeboxed meeting.
Timeboxing is typically used when a project schedule is divided into separate time periods -- each period has its own schedule, deliverables and budget.
When you apply timeboxing to a meeting, each team member answers three questions:
- What was done yesterday?
- What challenges were faced?
- What is the plan for today?
In reality, having team members summarize their last 24 hours into three minutes is challenging. Without focus, and practice, they will undoubtedly fall into the trap of over-elaborating and, worse, finger pointing.
In the beginning, you might want to try five minutes per person, but reduce the number of participants. This means you will have more than one session of timeboxed meetings. As your team gets more comfortable, start reducing the time and adding team members per session.
Remember, the idea is to hold these meetings daily with the objective of sharing updated information quickly. As an added benefit, you're indirectly coaching your team members to be more focused and efficient.
As project managers, we have to determine whether a technique is counterproductive. If the idea of having a daily update meeting seems too taxing, try holding them every other day. If you feel that getting team members together at one time is difficult, improvise and ask them to send text messages or email instead.
Have you used timeboxed meeting techniques? What methods do you use to increase the reporting efficiency within your project team?
But project managers often do the work they like and are familiar with, rather than work that needs to be done. Even if it's work that contributes to a project's overall success, I find that many of us focus on tasks that we're familiar with or that we already know we're good at.
Regardless of how great I am with some tasks, I know that I must fill in my own knowledge gaps with team members' expertise. Because in addition to being a good project manager, the real trick to getting things done is surrounding myself with a capable, well-trained project team.
Instead of trying to learn everything and being everything to everyone, I accept that I won't always know it all. I ask for input from the team on a regular basis. This makes the team feel needed and appreciated for their contributions and makes the project execution more efficient.
Do you tackle the tasks you're good at rather than those that need to get done? How do you balance your own expertise with that of your team members?
Lina, I think you have asked a very important and worthwhile question.
Here are some steps you can take to establish or enhance a culture of acknowledgment (and appreciation) on a team:
1. If you're a project leader for a new team, all the better. At your project kickoff meeting, announce that you have heard about the value of acknowledging team members for their accomplishments, and for who they are and what they bring to the team.
Be clear that people should only acknowledge team members that they truly feel deserve it. Otherwise, the acknowledgment will fall flat and be considered insincere. If the project is already underway, set up some specific time to discuss this at one of your regular project meetings.
2. Make the statement that everyone has a unique talent or gift that they bring to the team. Stress that they are all tasked with finding these gifts and talents.
3. In my book, The Power of Acknowledgment, I discuss 7 principles of acknowledgment, which can be summarized as follows:
- The world is full of people who deserve to be acknowledged.
- Acknowledgment builds intimacy and creates powerful interactions.
- Acknowledgment neutralizes, defuses, deactivates and reduces the effect of jealousy and envy.
- Recognizing good work leads to high energy, great feelings, high-quality performance and terrific results. Not acknowledging causes the opposite.
- Truthful, heartfelt and deserved acknowledgment always makes a difference in a person's life and work.
- Acknowledgment can likely improve the emotional and physical health of both the giver and the receiver.
- Practice different ways of getting through to the people you want to acknowledge.
4. Share with them Stephen R. Covey's quote from 7 Habits of Highly Effective People: "Next to physical survival, the greatest need of a human being is ... to be affirmed, to be validated, to be appreciated."
Keep the conversation about acknowledgment going throughout the life of the project. Then, do a wildly successful job as a team. The culture of acknowledgment and appreciation will allow that to happen.
How do you create a culture of acknowledgment within your project teams?
When creating process improvement initiatives, look at it as an opportunity to motivate your team members. Morale is likely low and improvements should be made. Hand-hold your team members during the process. Instead of sitting in front of them like an interviewer would, sit next to them -- be a peer. This will help them see that you're making things better, not making their lives messier.
For example, I'm currently spearheading a process improvement initiative where the objective is to improve the current project management techniques for project implementation. Before I even started this project, I was told that I'd face some adversity. But I have a plan.
I want to make the initiative as painless as possible, so I plan to turn the investigative process into a learning process -- both for my team members and myself. I will take on a student's point of view, rather than as the instructor, because I'm learning, too.
I'll also try to be more open. I want my team to share their plights and success stories with me. I'd like to construct a scenario in which my team members learn new things from their experiences, seeing the areas that can be improved or approached differently for themselves.
It is a common saying: Things will get worse before they get better. Managing team members during process improvement period is like that. They will dislike you before they like you. Adversity is to be expected, but as the saying goes, impossible odds make achievements more satisfying.
What do you think a project manager should do to garner cooperation from team members during a process improvement initiative? How do you turn process improvement initiatives into a learning process? How do you manage team member resistance to change or idea makeovers?
As a project manager of multigenerational teams, my main objective is to figure out how to reconcile generational differences. These differences occur in everything from values and characteristics to priorities and motivation to feelings toward technology and management styles.
In order to more effectively manage multigenerational project teams, I not only need to focus on a team member's visible characteristic actions and behaviors, I have to find out more about his or her generation's beliefs and attitudes. From here, I can tailor my management style.
Take the Silent Generation, for example. Members of this generation were born pre-World War II. In the United States, this generation grew up in a time of economic turmoil and world conflicts. They set their values on discipline, respect and self-sacrifice.
For me, it's very important to understand that discipline, loyalty and working within the system are among the values that members of the Silent Generation will bring to my project team. I have to appreciate that those members have a vast knowledge to share and high standards on work ethic.
In communicating with members of the Silent Generation, I've found that face-to-face meetings are more effective than using e-mail or conference calls when discussing project matters.
Team members who belong to the Silent Generation have a clear understanding of authority, regardless of how old the project managers they work for are. This, along with respect for authority, was prevalent in their early years as they grew up in homes where the mother typically stayed at home and the father went to work.
Members of the Silent Generation bring experience and balance to the project team environment. Their views are based more on common sense than on technology -- as is the case with some in younger generations.
Do you have members of the Silent Generation on your team? What challenges have you faced with them? How do you deal with those challenges?
Read more from Conrado.
Read more on teams.
Loaded questions usually carry some form of presumed fault. Here's an example: "Why didn't so-and-so provide us a project update on time?"
When someone -- project team member, stakeholder or client -- asks you such a question, how do you react? Do you answer it directly or do you try to defend yourself or your team, escalating the situation further?
In my opinion, the fastest and most effective way to respond to a loaded question is to address its underlying concern. When you address the issue rather than what is being asked on the surface, you create a safe environment where a person is understood.
Recently, I was in a situation where my first reaction was to defend myself and completely bash the opposing view. I stepped back and looked for their concern about the incident that occurred rather than jumping into defense mode.
As a result, I was able to see more clearly why in this situation, the project process was defined the way it was, without pushing my own agenda. Instead of seeing holes in the process, I started seeing what actions I needed to take. When I acknowledged this to the person that raised the question, the original concern disappeared for both of us.
The next time someone asks you a loaded question, answer the concern and not the question. The original issue may simply disappear.
Think about a recent encounter with a project team member or stakeholder where you may have gotten a bit defensive. What would be different in that situation if you listened for the concern behind what they were saying?
Read more posts from Dmitri.
There are elements of project management in everything that we do. It's your responsibility as the team leader or project manager to point this out to your team members and guide them to see the connections.
A programmer might manage her time and communication, while also helping to develop a module, for example. A junior analyst may manage budget and scope while discussing the change request with the client. Show your team members how the tasks they are performing are also project management practices.
This way, team members can appreciate that the work that they are doing is impacting the project as a whole. If team morale is often low, perhaps members don't see the significance of their work. You can help change their perspective by coaching them to view their contributions differently.
Not all of your team members will appreciate your efforts. Some of them will feel that it's an interruption of their productive time or that you're meddling in the actual work being done. But by showing the team members how their tasks relate to project management, they will see that project management is present in everything that we do.
And who knows? That skeptical team member could become your organization's next high performing project manager -- thanks to you.
What do you think? Are project team members already performing some tasks of a project manager? How do you coach your team members to become good project managers?
Although complexity was a common denominator in these projects, it wasn't because of technology. It was because the people had what I call the "multi" factor: multinational, multicultural or multigenerational project teams.
The "multi" factor plays an important role in projects, and project managers must be prepared to address team issues related to this phenomenon. I hope to do that here, starting with multigenerational teams.
The multigenerational work force has created what I call the "21st Century Organizational Ecosystem." Many organizations may find themselves dealing with generational clashes between a 60-something program manager, a 40-something project manager, a 30-something project team leader and a 20-something project team member. This could just be one facet of this ecosystem.
Project managers should understand the generational gaps in their project teams at the outset of a project. Identifying those gaps at the beginning enables the project manager to discern the preferred communication methods, interpretation of hierarchy and authority, as well as the perception of personal and work time.
Leading a multigenerational project team can be like riding a roller coaster or a day at the beach. It depends on how quickly project managers can enhance their multigenerational behaviors and values to creating the synergy required to have a successful project team.
How have you experienced the multigenerational factor in project teams? How has working with different generations affected your projects?
See more posts about teams.
In my opinion, a great deal of control over the project and its outcome depends on how well a project manager or team member is trained in a well-structured project management environment, whether through formal or on-the-job training.
Truly understanding project management practices and how all the components of it can work and integrate together can save a lot of grief and reduce or avoid friction among the team members. It provides the tools for "winning the game."
Project management provides a pathway to successfully managing a project and its components toward its completion. Any given practice of it is regularly fine-tuned and updated based on the experiences of various project managers and their teams.
Equipped with that understanding, project managers must pay attention when there's friction among team members. Project managers can get team members back on track with the project management practice they use, while allowing the team members to focus on the goal: to deliver results in the area for which they are responsible.
Do you think project management training can impact friction among team members? Why or why not?
See more posts from Dmitri.
See more about professional development.
One project involved resurfacing a small section of road. The crew turned up with their trucks and road-making equipment, finished the job and left. For the two days needed to complete the job, the workers brought their own lunches or went to a local café.
On the next corner, a production company was doing a shoot for a segment of a TV cop show. They spent a day setting up tents, canteens and support vehicles. They brought a cast of hundreds, including security and canteen staff. Over two days, the cast and crew rehearsed and shot the segment.
The difference between the two worksites had far more to do with ritual-based traditions and stakeholder expectations than actual needs. The facilities provided for road crew were lean. By comparison, the facilities provided for the TV crew were luxurious but possibly necessary to attract the right "talent."
Rituals can certainly be very powerful ways to build identity and cohesiveness in a team. Many rituals, however, may have simply become time-consuming habits.
A good example is the monthly executive review of all projects that has never resulted in a single canceled a project. Another is the Thursday morning team meeting that is called for no other reason than because it's Thursday.
Take a look at the rituals associated with your projects and ask how many of the meetings and processes add real value to the stakeholders involved.
How many should be refined, redefined or altogether abandoned?
What are the most valuable rituals for you and your stakeholders?
See more posts from Lynda Bourne.
See more posts on project teams.
To regroup, conduct a structured session with the core project team to capture the status of everyone's tasks. The regroup can be in the form of a meeting, brainstorming session or workshop. This way, no one on the team is invalidated for elements that went wrong, and you can show your appreciation for everyone's input. Allow for a discussion of their concerns.
To reengage, work with the team to align with the original goal, requirements and project deliverables.
Then, reset the expectations of each team member, as well as your responsibilities as the project manager. Finally, implement any changes required for the successful delivery of the project.
Separate failure to perform from a lack of teamwork within the group. This action allows you to focus on how to achieve the expected results of the project, with buy-in from the entire team.
What do you when your projects are off track?
I regard my team members as powerful individuals, regardless of their knowledge, experience or personality. With this as the context for my interactions, they can achieve results, complete work on time, support their teammates and share their knowledge.
To foster this kind of environment, I ground myself in the project goal. I determine what's required to achieve results efficiently and with great collaborative effort. Then I translate that to find a way I can help the team by being supportive, open, connected, appreciative, or being someone who consistently celebrates the success of others.
Have you worked with someone closely and over time, and found you could support each other and contribute to each other's work, without doubts, worries or concerns? That's what happens when I create an environment that allows me to be with people that way right from the start.
How do you elevate your team to the next level of performance?
You might say it depends on the size of the project or the work involved. But there's always a shorter path than the one you have in mind -- even for larger projects.
There's always a solution that makes better use of resources while providing faster delivery times. It's like when you play Scrabble® and come up with a word combination that uses the fewest letters and still gives you the highest point value.
Say you walked into a job interview, for example, and you were hired on the spot. Although it seems impossible to get hired just by walking into the room, it's the ability to recognize the possibility that allows you to open yourself up to ideas that you'd otherwise discount.
So what's wrong with the way you currently manage a project from initiation to completion? Maybe nothing. But what if you could get there faster?
Try asking these questions to help you create the space in which actions towards the shortest path will arise:
- What am I assuming about the project, team or requirements?
- What am I considering as a roadblock?
- What decisions had I already made about the project before it started or before I took it on?
- What are the actual project requirements?
- What limitations did I already impose on my team, the organization and myself?
Cathy Baker, PMP, is the certified ScrumMaster for one of my favorite agile teams. She has managed projects for 11 years, currently in the healthcare industry. Her team is a good example of a group that has learned from practical experience.
I interviewed Ms. Baker to get her take on how her team improved efficiency and quality.
Your team seems to really 'get' agile. What do you feel are the key success factors for your team?
Ms. Baker: Strict adherence was certainly one. Rather than trying to bend the rules we were learning, we followed the practices by the book at first. We are gatekeepers of the process with each other. It is not me, the ScrumMaster, doing it. The whole team monitors the process. They challenge each other with questions like, "Is that what we should be doing?"
So you didn't stray from the agile books?
Ms. Baker: After we became fluent in agile, we changed our stand-up meeting to go task by task instead of person by person. Good retrospectives were also a key factor. Creative ideas helped us take agile beyond where we started and made it a custom fit for our team.
So your team didn't start out as agile experts?
Ms. Baker: Oh, no. They weren't born that way. They were tried and true waterfall folks. They were used to heavy plans that left little flexibility for change. Most of them had 15-plus years experience each using waterfall methodologies.
What prompted you to go agile?
Ms. Baker: Management wanted development to go faster and to produce more in less time.
Was there resistance to agile at first?
Ms. Baker: Yes. We heard "This is not going to work," "We'll be back to waterfall in six months," "Why are they making us do this?" "This is just a fad that's going to pass."
What benefits do you find using agile?
Ms. Baker: Agile is definitely more fun because we are so self-organized. We are more efficient and have moderately increased our quality of projects. We have such high buy-in among the team now; people get more and more out of the process as time goes on.
I notice you use a physical taskboard to track tasks?
Ms. Baker: It works. It's clear. 'If it isn't broke, don't fix it.' Of course, the taskboard has been a handicap with the one team member who meets with us by phone, but she can see a related spreadsheet.
I do feel like one of our reasons for success is because all but one of us are located in the same place. Most members have worked on the same team together and average eight years of experience. There is a lot of respect.
Thanks, Cathy for sharing your recipes for success: adherence, retrospectives, taskboards and self-organization.
Picture this: There was a workshop organizer, who facilitated the meeting. We sat in a large room that could seat about 10-12 people. There were representatives from various suppliers. It was quiet and we were the only ones generating conversations in that space. No cell phones were allowed.
The rules for the review, which were developed and distributed beforehand by the organizer, outlined how we would share our ideas, record decisions and deal with issues that arose outside of the agenda. All participants were reminded that on-the-spot decision-making was required.
The purpose and the goal of the review were clarified. All participants had to either agree or disagree with each decision. If there was a disagreement, a discussion took place to clarify the requirements and bridge the gap to reach a final decision.
Having senior decision-makers present allowed us to get through all the points with velocity. We were able to not only review the proposed changes, but also make policy decisions on the spot and discuss relevant details without doubts or assumptions. We recorded anything that needed further work, like the identified gaps, as actions.
Project teams spend many hours in project meetings, especially when teams are not well connected in purpose, goals and operating as a group. As a result, these teams end up having multiple meetings before generating decisions. When sub teams within a project have their own meetings to work out their portion of a solution in a vacuum, for example, it's easy to spend a portion of a project time unproductively, without reaching important decisions.
In general, I find that many meetings are often not as productive as they could ultimately be. They take place more frequently than this type of a focused workshop. What can you take away from this? Before the meeting or workshop consider setting expectations, be clear on the rules and format, and have each participant agree on how the meeting or workshop is going to be structured and what is expected from each and every one of the participants.
What do you think is essential for a successful project solution or review meeting?
Editor's Note: Deputy Secretary for the U.S. Department of Energy, Daniel Poneman, also discusses a successful approach to project review meetings in the final portion of his February 2011 podcast for PM Network® magazine.
Of course, second and subsequent button pushes add no value at all, but when an elevator arrives after someone pushed the button six times, they truly believe it made a difference. Some people need to feel in control, even if they aren't.
ABPS can be found in the workplace, too.
When a project is running behind schedule or over budget, it's the equivalent of a slow responding elevator.
Project managers with ABPS may demand additional meetings or more frequent reports from the project team. Time and money could be better spent working on the project deliverables, but these resources are diverted to placate the manager's need for control --to the detriment of the project.
Unfortunately, when the project is eventually delivered, the project manager believes all of the extra reports and meetings helped achieve the outcome. But correlation is not the same as causation. Unfortunately, there is no easy way of measuring how much sooner the project would have finished if the resources had not been diverted by the manager's ABPS.
This isn't a clear-cut situation. It's easy to go from requesting useful information that will help inform decisions to a situation where the requested reports and meetings are actually counterproductive.
The next time you are considering requesting more reports or extra meetings, think about ABPS. Will the diversion from the project's work be constructive or detrimental?
Do you know of project managers who suffer from ABPS in the workplace? How did it affect the project outcome?
Once you get past the pleasantries, ask each team member what they think of the current project slate. Are there too many projects or not enough? Which projects do they find interesting? Which ones do they feel are wastes of time?
Take the time to find out how well your team thinks projects have been run in the past. You'll get your best information from the people who actually did the work. Find out what did and did not work.
Find out if your team members understand why some projects were championed and others canceled. This inquiry will show if they understand the sponsor's decision-making process. You'll also learn how far removed team members are from project sponsors (or decision makers).
Dig to see if members "get" what their role is in the implementation of projects. This shows whether they understand how they fit into the project management process and how important they are to the completion of successful projects.
These meetings don't have to be interrogations. Grilling team members with too many questions at once may put them off. Slowly uncovering your team members' perceptions puts you in a better position to refine your approach. You can also gain buy-in for your approach, especially if you've sensed some reluctance to accepting a standardized project management procedure.
When you find out how far removed your team members feel from projects and processes, you'll be able to make an impact right away. By serving as the connection between the project team and the sponsors, you not only position yourself as the "go-to" person for information -- you also become the voice of the project. You can filter information from the sponsors to team members and take team members' feedback to the sponsors.
By doing a little investigating, you may find that it's the first time anyone has listened to the opinions of the team.
And as a new project manager, showing the team that you've heard them will take you a long way.
How have you gotten to know your new team?
I recently held a webinar with about 60 project managers from Finland. I had been told before the webinar that they didn't believe acknowledgement even existed in their culture. Shortly after this webinar, though, I received an enthusiastic e-mail from Dean Pattrick, PMP, telling me about an internal program introduced at Nokia in Finland. It's called the Peer-to-Peer Recognition Award.
Below is a copy of the certificate he and the company's human resources department put together to recognize achievement in one of the company's four core values, Achieving Together.
"So I filled in this certificate for eight people and the response I got from each of them was jaw-dropping," Mr. Pattrick wrote.
Remember, acknowledgment supposedly doesn't even exist in Mr. Pattrick's culture. Yet people were thrilled and delighted with the recognition certificates and the heartfelt comments.
He achieved these results because acknowledgment is a human need, especially at work.
Many companies are starting to institute formal practices like Nokia's and I wholeheartedly applaud them. I also acknowledge Mr. Pattrick for putting this practice into action.
Does your organization have a formal process for recognizing its employees? If so, please share it with us and let us know how you think it is working.
Photo copyright of Nokia and was published with permission.
Some suggested avoiding the issue, but while that may buy you some time, it doesn't get to the root cause.
Others suggested confronting the problem. Using a proactive problem-solving approach reframes the issues, engages others in the solution and creates opportunities for an all-around positive outcome. Yet unfortunately some conflicts are virtually unsolvable and an important part of a problem solver's role is to recognize this.
I can't tell you what to do, but I can suggest how to handle this. Most dilemmas involve deciding which is the least damaging of the alternatives. But the nasty thing with dilemmas is that making no decision is almost always worse than the most terrible outcome from any of the other options. You have to decide something to minimize the overall damage.
So first, make a call and then seek support of your decision from your senior managers. When you're "advising upward," you must succinctly lay out the facts, your interpretation of the facts and the steps leading to the decision. Then your managers can make an informed decision to support you or to suggest alternatives.
After gaining the necessary support, you have to implement the decision. It will be unpleasant and stressful, but such is the nature of the situation. As an ethical leader, you need to take responsibility for the bad and the good in your project.
If you handle a situation like this decisively, but also with empathy and consideration for others, you'll find your team's respect and support for you as a leader will be enhanced.
As a new project manager, you're probably not the boss of anyone.
But even though you don't have traditional authority over a team, that doesn't mean you can't get a team to follow you.
You've heard of the person who comes in with the official title, but crashes and burns when working with teams. You've heard of the person with no organizational status who flourishes in working with even the most difficult of team members. What's the difference between the two? The recognition of real power and its source.
Real power doesn't come from organizational charts, barking orders or threatening teams into obedience. Real power does come from giving and earning personal commitment.
In giving personal commitment, you must risk at least as much as do your project team members. It's up to you to be the first to show why the project is important. When team members see that you're sincerely committed to the project and processes, they're naturally more inclined to do the same.
The surest way to earn personal commitment is to include all team members in the project planning process. Your team is probably smarter than you when it comes to a few things. Recognize this and embrace it. Let team members own their areas of expertise and tell you what needs to happen, how and when.
Ownership quickly becomes an investment into the process. Use your influence as well as your leadership and negotiating skills to clear roadblocks, define requirements and refine expectations.
These back-and-forth conversations will ensure that team member investment becomes personal commitment and that projects get completed successfully -- whether you're the boss or not.
As project teams get used to each other and adjust to the organization's processes, culture and communication methodology, team members' potential for contribution increases. As team engagement increases and members align themselves toward the goals and objectives of the project, overall performance increases.
Velocity is achieved when team interactions are completely in sync with the project goals, the rationality behind the target dates and the planning it takes to meet those dates.
In a project environment conducive to velocity:
• There's a clear direction, everyone's roles are clarified and there's flexibility for team members to contribute in other parts as appropriate.
• Members manage their own time, guided by their mandates or objectives.
• Teams choose their own method of communication. It could be acquired from other similar projects or specifically designed for the given team.
• Team interactions -- phone calls, meetings, workshops, etc.-- are managed as the needs arise, rather than "boxing" teams into preset parameters.
On a project with velocity, the force behind the team executing the work gets to be so powerful that it's not the project manager who ends up giving the power to the team. The team itself generates that power and project execution moves with subsequent velocity.
Are you managing with velocity?
The situation is affecting the team's ability to achieve a successful outcome on a high-stakes, high-pressure project to deliver critical capabilities to a customer.
You've tried working with both team members and sought assistance from the HR department to minimize the issues with limited success. Each of them is vital to the delivery of the project's objectives. However, you've suggested to both that perhaps the team would be better off if one of them moved onto another job. Unfortunately, neither have a viable option.
Your analysis of the situation is as follows:
If either of the people leaves, the team's ability to deliver the project will be reduced by 10 percent.
If both of them leave, the team's ability to deliver the project will be reduced by 20 percent.
If both stay, the team's ability to deliver the project will be reduced by 25 percent and will get worse over time.
The customer cannot afford any reduction in the team's capability to deliver this business-critical outcome.
As the project manager, what would you do next? Post your comments below, and in my next blog, I'll summarize reader reactions and look at the options.
Lessons that we choose to learn from our projects are based on the purpose that is set for the project. Purpose is the key. In the project postmortem review, we need to focus on what was or wasn't met as a goal. What worked or didn't work in the use of the methodology and resources? What worked and didn't work within the project team and its members?
To understand what can be improved on a project, it's essential to always look at the original goal or objective, the initial assumptions and the project management plan. Looking solely at the end result with a narrow view of the cause-and-effect elements can lead to a long report with no actionable improvements to positively impact the organization's future.
A lessons-learned review is effective based on the questions asked about the project results, the purpose for the postmortem and the implementation of the review findings into the organization. An effectual review could be the key factor to the success of future projects and organizational improvements.
How do you successfully use a lessons-learned review?
While recruiting for new talent, project managers have to optimize existing team members as best they can. Some times people may be moved from one project to another, but such changes can make it hard to control the triple constraint of cost, quality and schedule.
Here are my observations on how so many moving parts can impact project delivery:
1. Long-running projects require more time for people to adjust. New team members need about six to eight months to understand the project and its processes.
2. Learning curves vary. An experienced newcomer can still take awhile to become 100 percent productive. Someone just starting out may take more than a year.
3. Getting the highest-quality team members may not be feasible because of the urgency, availability and cost involved. Leverage the strong resources you have.
4. Team leaders may have less time to devote to the project. Taking on new project members could force the team leader to focus on daily tracking, resolving team issues and client communication, and less time to work on the project.
5. Implement an induction plan. It can take three to four weeks to get a replacement for a team member who resigns or leaves the team. Teams can most effectively deploy new additions by following a regular induction plan to get them up to speed on the project and culture.
6. Be flexible. Some people may perform poorly because of the project's complexity, domain, technical knowledge or their interest level. However, that same team member might do well in a different project.
7. The estimate for completing a task always differs from the actual effort. This is more severe in long-running projects. The client expects us to have complete knowledge of the system, which is not always true because of internal movement among team members.
8. Teams can work smarter on projects on a fixed bid and when work approval comes in small modules. You can have multiple modules running parallel in different phases, but there will always be some idle time in between.
What do you say?
Project managers must understand the goal of the project, the objectives to support that goal and the deliverables needed to fulfil those objectives.
Goals describe a project's overarching purpose. They tend to be wide-reaching and related to senior management and client expectations. A project's success depends on achieving its goals.
Objectives fall into two broad categories:
• Objectives achieved by undertaking the project work in an appropriate way, such as addressing safety, sustainability, work force development and stakeholder management.
• Objectives achieved as a consequence of completing the work of the project -- successfully creating the deliverables transferred to the customer to meet the requirements defined in the project's scope statement, for example.
Objectives are the direct responsibility of the project manager, and he or she should be assigned the authority, responsibility and resources to achieve them.
Deliverables are the final product from either the project management processes or the performing organization. A successful delivery hinges on achieving the specified requirements of time, cost and scope while satisfying the key stakeholder's requirements.
There's more to project management than just deliverables. Focusing on them exclusively to the detriment of the project's objectives and the organization's goals is counterproductive. Project managers must understand how their deliverables will contribute to overall goals of the organization.
But we don't often talk about honoring our word -- acknowledging when we can't meet a commitment.
There will inevitably be times when we can't keep our word as circumstances change for one reason or another.
Say you've committed to meeting a milestone on a specific date, for example. To keep your word, you have to do whatever it takes to make that date. But to honor your word, you only need to follow up with the person you made the commitment to and clarify why you can't meet the deadline. I'd also recommend recommitting to a different date, time or scope.
This way, you're not simply hiding and hoping that things will work out, or that you won't be asked about a deliverable. Be confident enough to raise the issue directly, knowing that it will maintain a workable relationship.
Even if you're unable to deliver as promised, you can at least be relied upon to raise red flags early enough, without downplaying the severity, to allow the client or team time to align their activities accordingly. And that saves time and money.
To maintain a healthy relationship on your team, you must honor your word. It impacts the results of your work, your reputation, and your ability to earn a renewed trust from your clients and project team members.
Honoring your word restores your integrity and creates workability. But the better you assess estimated target dates for the project tasks and milestones and your ability to manage your day-to-day activities per your own commitments to others, the easier it will to keep your word and "do it right the first time."
The adaptive mindset is different than what many people are used to, and different than what some personalities may prefer by nature.
Team members come in with different skills, work styles and views of the world. When teams don't understand this, fights can erupt over simple issues. But when these differences are recognized, the team can leverage the diverse perspectives for better results.
People often view situations through a combination of four basic personalities, according to David Keirsey's temperament sorter:
Artisans prefer to use their skills to adapt to the situation at hand.
Guardians preserve scarce resources and rely on careful planning.
Rationals make decisions based on research data.
Idealists relate well to people's needs and feelings.
These are all legitimate approaches to situations. But strife may occur in teams that don't understand people are born with different inclinations.
What happens, for example, when someone asks a guardian to change a plan? What happens when one asks an artisan to plan too far ahead? Can the facts-based view of the rational inadvertently miss something or trigger some discord? Can an idealist's sensitivity miss a key fact?
All these scenarios are valid, as change, schedule, facts and feelings play out in a business situation. Everyone must realize their teammates may start at a different position when working problems together. Rather than being a source of friction, though, these different positions can be an asset, bringing all the options to light.
Apart from the challenge of letting go of my 18-year-old "baby," I was thrilled and proud to bring my son to the Rochester Institute of Technology, a university in Rochester, New York, USA last week. At orientation for first year students, James Miller, PhD, senior vice president for career services, invited the 2,650 new students gathered there to create an education and a life that included three critical elements: balance, passion and making a difference.
What better message could there be for these young people, and for the rest of us as well?
Ultimately, project managers are committed to making a difference. It doesn't matter whether the project is solving a problem or filling a need, building a bridge, or creating new software that will do a job better, faster and easier. The goal of project management is always to make things work and work well. And that makes a difference -- in people's lives, communities, schools and environment.
Passion is another element that we love to see in our profession. Who among us wouldn't prefer to work on a team with people who won't stop until things get done and get done right? These are the people who are profoundly connected to, and engaged in, the outcome of the project. They keep the big picture in mind, too, and know that what they do is valued, important and worthwhile.
And then there's balance, the ultimate key to self-actualization and satisfaction in life and in work. Giving back -- when many of us have so much -- is a key part of a balanced existence. I love the way more and more organizations in the United States are excusing their people from work to do community service. I'm also inspired by the way many project managers serve as mentors to those entering the profession or in the process of earning a Project Management Professional (PMP®) credential.
Balance, passion and making a difference. These three elements can and should be a project manager's call to action. What we wake up for, what we see as our purpose in life, and what we keep in front of us as a guidepost will continually challenge and inspire us -- as well as those around us. I hope my son will learn this as his first academic lesson. And may it last a lifetime.
Having a clear and focused game plan can help. It's not a forced management plan that dictates the rules, but an agreement between all the members on how the team will work together. The plan is like glue that keeps the team together, focused on the key objectives of the project and makes the environment workable and pleasant.
The game plan is therefore an agreement between the team members on how they will maintain such alignment through:
Communication: The team agrees on the basics: method, frequency, media and levels of urgency. How will they update one another with the latest status? What upcoming milestones, changes or issues may affect the progress of the project? Are there any interpersonal issues team members may encounter?
Goal setting: The team defines the goals of the plan, whether it is being customer-centric or meeting deadlines. Having these goals at the forefront keeps the team focused throughout the project as a commitment to the team. The customer gets the added value due to the enhanced quality of the project delivery, and by extension, this leads to the overall success of the project completion.
Team play: This is the actual method of alignment, making sure the team has agreed on the parameters of the game and understands how it will relate to their day-to-day activities.
We're often put on a team based on our experience and technical expertise, rather than soft skills. We are simply expected to be professional and do what we can to work well together.
Having a game plan is simply a tool for all team members to reach an agreement on overall goals, without making assumptions or trying to force an outcome. It adds the missing layer that strengthens the team and adds assurance of alignment among all the team members.
When working in teams, what approach or method have you used as a contributing factor to reaching agreements and working well together?
No matter what goes on in the organization, a task that is owned is a task that will have more chances of completion, with pride and focus on outstanding performance. As such, the task tends to be delivered on time, within scope and budget.
Micromanagement does not have to exist when ownership is present and the team agrees to the game plan. Instead, there is clear and visible status reporting with team members eager to present their progress -- good or bad. This transparency allows the team to focus on the right solution and approach, with a clearer view of the roadblocks and their resolution.
Defenses tend to come down as we focus on delivery: doing what we are expected to do and doing what we know we can and should do to deliver quality results. When ownership is truly present, team members exchange workable ideas in a productive discourse. We're open to see our own blind spots, areas that we naturally overlook or don't think to question.
And when the realization of the specific blind spot is a reality, it creates a clearing for something new.