Voices on Project Management

by , , , , , , , , , , , , , ,
Voices on Project Management offers insights, tips, advice and personal stories from project managers in different regions and industries. The goal is to get you thinking, and spark a discussion. So, if you read something that you agree with - or even disagree with - leave a comment.

About this Blog

RSS

View Posts By:

Cameron McGaughy
Marian Haus
Lynda Bourne
Lung-Hung Chou
Bernadine Douglas
Kevin Korterud
Conrado Morlan
Peter Tarhanidis
Mario Trentim
Jen Skrabak
David Wakeman
Roberto Toledo
Cecilia Wong
Vivek Prakash
Cyndee Miller

Recent Posts

Gain the Edge in an Always-On World

Leadership Tips from Entrepreneur and Sports Legend Earvin “Magic” Johnson

Passion and Rigor Drive PMI’s Project of the Year Award Winner

End a Business Relationship and Keep Your Cred

Fair's Fair

End a Business Relationship and Keep Your Cred

As much as we wish these things didn’t occur, we sometimes find ourselves having to leave a project early or terminate a business engagement. This is always difficult to do, and how you do it can help you maintain your integrity and credibility throughout the transition.

 

Recently, I had to terminate a business relationship myself. Here are a few lessons that I learned that you can apply the next time you are in a similar situation.

 

1.   Place the blame on yourself. I know you wouldn’t be leaving a project or quitting a business relationship if it were all your fault, but the key thing here is that you need to buck up and take responsibility for the business arrangement ending. There are several ways you can frame it to take the emphasis for the decision away from the other party. For example: “I’m sorry, but I just don’t have the ability to deliver the work to you in a manner that you have grown accustomed to” or “I find myself at a point where I don’t feel my presence best serves the project, and I think a new set of eyes is going to be helpful to getting things back on track.” Or, you can come up with your own. The point is that you take a little of the emphasis off the party that you are ending the relationship with and place it on yourself. This will lessen any bad blood or negativity from the decision. It is important to note that you must cast the decision in terms of your inability to continue to serve the client in a manner that he or she deserves.

2.   If possible, present options for replacements.If you find yourself at a point of no return and need out of a business relationship, you can soften the blow even more if you provide alternatives. The question you are probably asking yourself is, “If I can’t work with this person or on this project, why would I refer them to someone else?” But the truth is, we are all in different businesses and at different stages of our career — and while your threshold for some clients may be zero, someone just starting out or looking to find a different focus may be more than willing to accept a challenge that you consider unnecessary. This goes back to the first point: If you can’t serve the client in the way that he or she deserves, you are doing the client a favor by removing yourself from the project and helping him or her find someone who can do better.  

3.   Be prepared for blowback.Even when these things go great, there will be some sort of blowback or negative impact. You might have spelled everything out with as much tact as a veteran diplomat, but you are still leaving the business relationship with a jilted partner who may lash out to other members of your organization or other potential business partners. In this instance, you can try to contain any negative feedback or impact on you and your career by preparing a standard statement that you give to everyone that explains your role in the dissolution of the relationship. It should cast a bad situation in the most favorable light for you. One I have used is: “I am sorry the project didn’t work out, but I made a series of unwise choices that made my effectiveness impossible, and to best serve the project, I felt it was best for me to step away.” That’s it — it isn’t perfect, but neither is the situation you find yourself in.

 

How have you found success in ending business relationships?

 

Join meon December 4, 2014, in my upcoming seminar on leadership in project management.

Posted by David Wakeman on: October 22, 2014 05:30 PM | Permalink | Comments (4)

Getting Out of Trouble

Project trouble can hit from a blind spot, even though you tried as much as possible to prepare for issues. You did a risk analysis when you took the project on, and even tried to be ready to mitigate unknown issues.   

As I advised in my previous post, do an assessment to determine the problem. Figure out what needs to be fixed, or if the situation is even fixable. If the project seems to have reached a point of no return, here are some tips on how to pull it out of trouble:

  1. Seek out your sponsors. They should be the source to go to when trouble arises. Not only is it likely they will have encountered something similar in the past, but they can also provide additional budget funds, more resources or reinforcement for areas in conflict.
  2. Consult with your team. Bring everyone together, discuss the problems surrounding the project, and begin to discuss counteraction and next steps. Steer away from blame and trying to determine who is at fault. Beware especially of ganging up on the customer. Team members may want to take the position that it's the customer's problem, not the team's. But be clear that the point of getting together is to determine how to solve a problem project, not pass it off as someone else's fault. Instead, gear questions toward possible solutions and the support needed to achieve them. 
  3. Rely on backup and supporting information. Most likely, you will have monitored risks and issues all along and kept a good repository on your project. If so, you will be able to locate the exact information that helps address your problem. For example, you may be over budget because equipment purchases ate even beyond what your contingency allowed, and now a project sponsor or customer may be questioning the overrun. You should be able to pinpoint the authorization you received to make that purchase. 
  4. Enlist outside resources, if needed. Lessons learned or a fellow project manager could be consulted for knowledge transfer and experience. You could even call in an outside contractor for a specific need. 
  5. Remember that a halt is an option as well. Most times, this is seen as negative, and the project is considered a failure. But that is not necessarily the case. Sometimes, halting the project is the necessary solution, and it doesn't have to have horrific implications. If it isn't halted, the project could accumulate astronomical costs. The trouble could consume the project to the point where it would need to be shut down. A halt can also help you assess if the project is still meeting objectives (which could be the source of the problem). Stopping the project in its tracks could help you to determine if you need to redirect funds and/or resources. 

Finally, keep in mind that not all trouble devours all. Before panicking, calmly look to areas that will guide you to a solution. You may even find your project is more sound than it seems.

How do you confront trouble on your project?

Posted by Bernadine Douglas on: October 15, 2013 10:25 AM | Permalink | Comments (3)

Tips for First-Time Global Project Managers

A project manager's first global project marks a pivotal time in professional development. A project with global scope offers an exciting opportunity to work with people from many different cultures and skill sets. 

However, global projects also come with unique challenges. These can include large physical distances between implementation teams, language barriers, country-specific regulations and other considerations that can negatively affect your project.     

To get off to a good start, project managers need to manage the differences between global and co-located projects within these essential elements: 

1. Requirements: On a co-located project, there is a single set of project requirements. On global projects, it is common to encounter both global (such as quarterly financial reporting) and country (such as provincial tax) requirements. Failure to consider them can cause painful functional gaps upon implementation. Work with your project leadership team to define a prioritization scheme for both types of requirements. For example, prioritize the country requirements by regulatory mandate, business value and desired need. A prioritization scheme helps you achieve overall balance in meeting the project success criteria.  

2. Estimation: A global project typically features added complexity and costs not found with a co-located project. This calls for estimation to include additional effort to manage the previously mentioned requirements, as well as cross-geography coordination. The latter can include things such as team member travel time and global communications. In addition, there can be additional costs, such as import duties on equipment, that can add to the overall estimate. To ensure good estimation, identify global and local estimation components to more accurately account for the additional complexity.

3. Scheduling: Scheduling milestones, effort and resources on global projects is one of the greatest challenges for a project manager. The first thing to remember is to include country-specific scheduling considerations, such as regional holidays and vacations. In addition, always leave room in the schedule for project risks that can arise from unstable governments, new regulations and labor disputes. Finally, be prepared for unexpected surprises from nature, such as snowstorms, floods, volcanic eruptions and other disruptions. If such an event happens, meet with your leadership team to discuss whether to reset the project schedule around the unexpected surprise.  

While global projects can present some unique problems, they also can be very rewarding when managed properly -- even if a volcano erupts! 

What tips do you have for first-time global project managers? 


Posted by Kevin Korterud on: August 15, 2013 10:31 AM | Permalink | Comments (0)

Plan for Special Events on Your Project Calendar

The months of July and August have a few events that can put kinks in your project plans in the Gulf Cooperation Council (GCC) countries.

During the summer, for example, temperatures can reach as high as 122 degrees Fahrenheit (50 degrees Celsius).

Project managers working with or in the Muslim world also need to plan for Ramadan, when the majority of the population fasts between sunrise and sunset. Then there's Eid al-Fitr, a national holiday that marks the end of Ramadan. Its importance is similar in scale to Christmas or Yom Kippur.

These combined events mean project managers must plan meticulously to ensure minimum disruption to their project schedules.
 
During this one month, the expected impact on the construction sector alone is a reduction of productivity by 40 to 60 percent. The main causes are heat and a fasting workforce that is unable to work at full capacity.

Additionally, project managers in construction face government constraints, which forbid laborers to work more than six-hour shifts in the day. They must stop working at noon and wait until it gets cooler to start again.

To keep project schedules moving during the very hot weather and major holiday, the key is to plan, plan -- and plan some more. These planning best practices can help:

  1. Begin planning for special events about three months prior. The project manger should meet with the customer, contractors and suppliers to agree on expectations, tasks and deadlines.
  2. Determine activities that can be moved up or delayed to compensate for risks during the special event, such as climate, absent staff and lower productivity.
  3.  Employ more staff to compensate for loss of productivity. 
  4. Keep a sharp eye on daily logs. Doing so will minimize risk -- especially in cases where work hours or the calendar have been altered and extra resources have been employed.
  5. Communicate with teams on when they expect to complete tasks. Coordinate dates and lines of escalation in the absence of managers.
  6. Ensure health and safety of employees in the work place. In the case of heat, plan for generators to cool work sites, for example. Provide plenty of water, appropriate clothing and equipment.
How do you plan for special events in your project calendar?
 
Posted by Saira Karim on: July 31, 2012 10:53 AM | Permalink | Comments (0)

Project Risks + Proactivity = Success

Risk management as a best practice is critical to project success. It forces the team to consider the deal breakers on a project, and to proactively prepare and implement solutions.

PMI's recent 2012 Pulse of the Profession report found that more than 70 percent of respondents always or often use risk management techniques to manage their projects and programs and these practices lead to higher success rates.

Here's an example of how risk management could have saved a project:

A project manager oversees an electrical team that is responsible for installing electrical and audio-visual equipment. The construction and civil engineering teams hand over the completed and decorated site, ready for the final phase of the project. To the project manager's dismay, the projectors do not align with the screens, rendering them not fit for the purpose.

What went wrong?

The civil and construction teams had altered the dimensions of the rooms; the customer failed to communicate the changes to the electrical team. Assuming the project was executed according to plan, the project manger planned and submitted the electrical drawings based on the original dimensions of the room. These plans were made redundant when the room dimensions changed, which upset the equipment's position.

To correct the situation, the project manager drew and submitted new electrical drawings. The site's walls and ceilings had to be reopened to accommodate the changes, which caused delays and increased cost, rework -- and frustration.  

Had there been a robust risk identification and implementation plan, they would not be in this situation. Too many assumptions were left unchallenged and risks pertaining to the many external dependencies were overlooked.

As part of this risk management, proactive communication with the customer and other teams should have been planned. For example, the project manager should have considered and asked questions about how the contractors and sites would be monitored and controlled. What would the frequency and type of communication be like with stakeholders?

There should have been an assessment of 'what if' scenarios. What happens if the deliverables are not as expected? What are the risks if there are problems with contractors? What is the impact of not having dedicated resources on the team?

These types of discussions and questioning would have alerted the project manager and team to proactively plan to manage the quality of contractor work and employ the necessary resource on the project team.

Do you practice risk management? How does risk management planning make your projects successful?

To discuss Pulse of the Profession on Twitter, please use #pmipulse.

See more on the Pulse of the Profession.

Posted by Saira Karim on: July 03, 2012 12:11 PM | Permalink | Comments (7)
ADVERTISEMENTS

"Imagine if every Thursday your shoes exploded if you tied them the usual way. This happens to us all the time with computers, and nobody thinks of complaining."

- Jeff Raskin

ADVERTISEMENT

Sponsors