In the previous post and an article, Improve Stakeholder Relations by Adding a Social Component, we have been exploring how a web share site for stakeholders is a good way to keep them in communication and involved, but you have to use the correct tactics to make it all work. There were a couple of topics requested from readers that were left to cover: building the site itself and using a push email to make it easier for stakeholders to get involved.
Building the Site
Just how to build such a site depends on the applications and tools you have at your disposal. Some of these are listed at the bottom of this post. If you have an enterprise platform to build a cover page and link to files and a discussion area, that is all you need. If you are not sure at all how to proceed, try these steps:
As stated in the article and previous post, the cover page is the most important. The first page can be and probably should be your only developed page in most situations. Why? Because any additional pages will take more time to administer and update over time. If you have a project coordinator or other person who can make updates to the site in a timely fashion, then feel free to build out additional pages within reason.
Beyond your initial page, additional pages might do the following:
Combining the "Push" Email Effectively with Project Site and Discussion Area
The push email is the email sent out with the intent to provide info and draw stakeholders to the discussion area. Here's an example.
The situation is that a complex issue has arisen that may affect the scope and schedule of the project. You, as project manager, plan to send out an ad hoc push email to summarize the issue and connect stakeholders to additional details and to a related online discussion to answer stakeholder's initial questions prior to a decision meeting that must be scheduled two to three weeks out.
In this case, you do not want to overwhelm stakeholders with a complex email. You would rather send them to a space where you can start gathering their input prior to the future decision meeting and avoid inadequate communication or miscommunication.
With building the site and the push email covered, questions from readers have now been answered. Thanks for reading my articles, posts and for your active involvement in projectmanagement.com!
A Variety of Possible Tools
Here are examples of platforms or applications that are designed to provide information and interaction that can be used in a project environment. You want the ability to create a customized page for your project, to post project files and to create a discussion area.
In a pinch, just a shared drive can be manipulated to meet the design objectives, the "Home" page being a single file.
In my article this month I discussed tactics to assist you with strategy implementation by maintaining the proper culture. That article did not look at troubleshooting tactics, but I'm rectifying that here with several troubleshooting tactics that will help you take your career to the next level. You might want to check out the article first to make sure you get certain background information.
On to troubleshooting. Recall that in a project or program closely associated with strategy implementation, you as a project manager have a critical role in helping achieve the business strategy. That gives you a certain prestige, power, cache. Don't be afraid to use it. But use it wisely by taking careful steps.
Characterize identified obstacles to escalate properly
Suppose you identify an obstacle to implementing business strategy such low participation by one or more stakeholders. Is the cause simple overallocation or actually resistance to the strategy? Those are two very different situations. If you can, you need to know before you can effectively intervene.
Problems that stakeholders report that are from known competing priorities or reduced resources are common and can be handled through your typical risk and issue management. On the other hand, problems arising from certain "silos" that do not want to participate, require a different tactic.
What would be the cause of resistance to the business strategy? Some individuals, job roles, or departments can be affected negatively by the strategic plan being implemented. Jobs can be lowered in prestige, shifted around the organizational structure or even lost. Implementing business strategy is serious business. And you can represent danger as the project manager. Even if the fear or anxiety is unfounded resistance can still affect your "strategy" project and must be dealt with.
What might you hear from a stakeholder or partner if there is resistance to the business strategy? Hint: You will not hear "I disagree with the business strategy." But listen for phrasing like in these examples:
Or you may get a tip off from another stakeholder or sponsor that one or more stakeholders are known to be negatively affected by the strategic changes and then see actual resistance.
Intervene effectively for resistance to the strategy
Suppose that you have followed all these steps and identified and have evidence that a stakeholder Is not participating because of resistance to the strategy itself. In this case you must use a very specific type of intervention that is unlike the regular risk and issue management process you normally follow.
Projects implementing business strategy are not given to just any project manager. You have to be able to handle the basics without thinking too much because you are dealing with higher-level risks and stakeholders - and the stakes are greater. Succeed by using your understanding of business relationships and breaking down complex problems into step-by-step solutions.
This month we are looking at Global PM on ProjectManagement.com. Among the potential problems experienced when managing teams that are based on different continents is simply being successful at facilitating meetings.
You may not even see the problems during the meeting. Yet the meeting ends, everyone seems to agree and when it comes for tasks to be completed, or deliverables being delivered, there are problems. They seem to come out of nowhere, or everywhere. You follow your facilitation best practices, but they do not give you the same results as when you deal with teams that are co-located with you.
There are many reasons for this (in fact, I have many articles and blog posts on this site dealing with cultural and other differences between experienced and well-meaning co-workers), so what you need are techniques you can use to help make sure there no surprises.
Wait 3 to 5 seconds after you ask a question or ask for comments.
Whenever you are in a meeting, listen for this situation: The leader or someone will ask "Are there any questions?" When this happens, count the number of seconds before the leader says something like, "OK, then, we can move on."
Typically, this will be about one second. That's way too fast, especially for a global meeting. How many times have you heard someone say, "Hey, sorry, but I want to go back to a previous topic"? They were victimized by the lack of response time.
Do not make that mistake. Wait three to five seconds. Count it out to make sure. It may seem like a lifetime, especially if you have had too much espresso, but wait.
Let us count the reasons why you should wait…
If you have additional reasons, please comment to this post. Maybe you have stories about bad communication in meetings with global participants.
Avoid blaming an individual directly or indirectly during a meeting.
A person may be the immediate noticeable target, but rarely the root cause that should be the target of an effective response. And when you blame an individual in a meeting where participants are from multiple geographic zones, it creates an environment of fear and confusion that is not sustainably productive to provide you with the results you need.
Among the many and varied reasons why blaming an individual is the wrong approach are
A better approach for a globally-sensitive leader is to focus attention on where in the process or interactions things went wrong and work in a positive collaborative manner to resolve the problem and avoid it in the future. You should explain that the objective is for everyone to come out looking successful.
In related cultural conversations, you can explain that politeness should be interpreted as helping everyone on the project be successful even if it means having to be open and honest. Give yourself as an example.
This technique, while time-consuming is actually a powerful global team-building activity. It sets the stage for your workforce to resolve their own intra-team problems - without you!
Have a stressful project work environment? Worried that the stress is putting the team in conflict, making the team less productive? Do you see friction among the team members or individuals suffering stress?
Stress can lead to team failure, but it does not have to do so. At least not according to a happiness researcher.
Now you are probably thinking: Happiness, you say? What does project management have to do with happiness? Doesn't being in a project mean constantly feeling the walls closing in from your "aggressive" schedule, tight budget, changing requirements and scarce resources?
You could not be blamed for thinking that way.
By the way happiness research is a thing. Check out this TED talk by Shawn Achor, the Harvard (!) happiness researcher whose work is behind this post. We should all probably be spending more time thinking about it than we do. Maybe this is a good place to start.
Achor studied NFL teams and elite military units, looking at situations where some teams perform at a high-level in high-pressure situations and other teams fail. A key success factor was the way teams handled stress. That sounds like something that project managers need to understand then, doesn't it?
There are two parts to being successful here. First, you have to understand that successful teams need a common purpose. This has been established and reported in this blog previously. Achor clarified the second part: that successful teams use their common purpose to better manage stress.
In an article, Achor describes one CEO who changes stressful situations (for example significant barriers and constraints) into meaningful group challenge. NFL winning teams were able to overcome tremendous competition by overcoming the challenges together. Elite military units trained by stamping out a feeling of individual stress, redirecting that feeling to the team for solution.
Managed in this way, stress actually helped bond team members to their organizations. For readers of Eye on the Workforce, you should recognize this as employee engagement, the powerful cultural factor that creates a workforce that is committed and driven.
There has never been a time with more constraints for project managers and their teams. The best project managers will know how to
In this way, you will build a reputation for being an effective leader and have more successful projects.
In my next post, I'll continue with this concept, listing specific tactics useful for project managers. In the meantime, check out the links and post your own ideas and thoughts....and be happy.
Your project workers are busier than ever. They are working on your project, other projects, and completing work for the organization as a whole, going to training, charity work, special initiative team activities and more.
It is easy to let this overwhelm your ability to succeed in your project. Don't let it! There is still a way for you to get work done more efficiently. You have a powerful tool called prioritization. Prioritization is powerful because:
And it's not difficult to find times to use this tool. Opportunities to prioritize occur naturally in your duties as a project manager, for instance when you
What you can probably improve on is using "prioritization language" more during these opportunities. Two key terms are urgent and important to the project. Urgent means the due date is now or very soon. An urgent task may need to be done, but does not have to be important to the project. Many urgent tasks are not very important.
A task that is important to the project has more value to the success of the project. For example,
You don't want project workers bogged down in lower-priority urgent work and not getting to what is important, but that's what commonly happens. The vicious cycle is that once people focus on non-important urgent items, they take their eyes off of important tasks that can reduce the number of urgent tasks, causing more past-due frantic work. Putting out fires replaces time for team work planning.
Within any week, you can set and communicate the high-priority work tasks. You can also ask what non-urgent activities are interfering with time for important (high-priority) tasks. In my next post, I'll cover ways to communicate priorities so that the important work will take precedent in the project workforce. You'll also see how prioritization can help you build your reputation.
In the meantime, let me know what you are experiencing in your project workforce related to priorities (or lack thereof) and I'll try to use your examples in that post.