PMO Setup T3 - Tips, Tools, and Techniques

How many great ideas were started, but not finished? During the Great Depression, architect Alfred M. Butts had a lot of time on his hands.  Out of work, but not out of inspiration, Alfred devised a game of 100 lettered tiles used to form words on a square grid that looked like a crossword puzzle. Each letter carried a numerical value, and players scored points by tallying up the values of the letters in the words they laid down.

But Mr. Butts was a better starter than a finisher. His game no doubt had potential, but sales were not going anywhere. He renamed his game a few times to LEXIKO and then to CRISSCROSS WORDS; but the name changes did little for sales and by 1948, Butts sold rights to his game.

James Brunot, the new and happy owner of this word game was determined to finish what his predecessor started. He refined a few rules, changed the design, made the game better, and renamed it to Scrabble. With the new improvements, players racked their brains and stretched their vocabularies to make long words and score bonus points. Word of mouth created devotees. And soon after, James Brunot had done what he set out to do.

He finished what was started and in a big way. By 1954, when Selchow & Righter took over production, sales of the game topped 4.5 million dollars and the popularity of Scrabble has yet to waver. The present owner Hasbro, Inc. sells 2 million copies annually in the United States and millions more internationally.

The morale of the story? You know it. Whether in the context of bringing a game to the market or in the context of the challenges that the PMOs of today face such as leading the strategy to bring about a new culture and new set of capabilities to the organization; it’s good to be a starter, but it’s great to be a finisher.

Project managers manage projects, but ultimately it is management and the leadership team that is responsible for policy, metrics, and decision making for project rescue. Here are ten project rescue tips for PMO managers to consider when managing the project portfolio.

1. Be open to the possibility that the project is failing. It is natural for project managers and project teams to have a task-oriented focus. And, most project methodologies anticipate project difficulties and provide monitoring and controlling processes for change, issues, and problem management. However, the resulting mindset for the project effort can often be singularly focused on getting the project back on track to the exclusion of any real consideration given to the fact that the project may very well be failing. Be open to the possibility that the project effort could be failing.
2. Recognize early warning signs.. Early warning signs, both good and bad, exist in all projects. Early warning signs can be seen in just about every aspect of the project effort such as the attitudes of the project manager and all involved in the project effort. Early warning signs can also be seen in the performance of your IT infrastructure, systems and applications, tools and machinery, as well as internal and external factors that can impact project scope, timing, and risk. It is always easier to get projects back on track that haven't drifted too far off course. Recognizing the project early warning signs helps to prevent your projects and project mangers from failing.
3. Beware of the last mile syndrome. Often times, project managers fall victim to the "last mile syndrome." That is, it takes 90 percent of the project time to finish the last 10 percent of the project scope. This can occur for many reasons from poor project requirements and scope planning to ad hoc development rather than process-oriented iterative development. The end result often is the extension of the project for just one more month, and again, and again. If your project managers are still waiting for their last month, take notice and beware of this last mile syndrome.
4. Admit you have a problem. Many project organizations continue with failing projects instead of taking action, corrective or termination, early. Often, project managers are skilled at managing project difficulties and they have the confidence to think that they can project manage their way out of any bad project and in many cases they can. However, if you don't get people to recognize that there is a problem then rescuing the project is going to be very difficult later on. When you identify the reluctance to admitting there is a problem, then rescuing the project becomes much, much easier.
5. Pause the project. Pausing the project gives you an opportunity to regroup, establish a new plan, and restore integrity to the project baseline and your project manager. By continuing a failing project, you are likely to burn time and money against the project not knowing where you are truly headed or if you are on the path to completion. Pausing a project does not need to be difficult or scary. To pause the project, you may need to say, "This project is not on the right course." Some people might think the ship is sinking and want to flee the project, but most will eagerly take advantage of the opportunity to get things back on track.
6. Audit the project. Even your most experienced project manger can have great difficulties delivering a difficult, complex project. And often, organizations perform project management in an ad hoc manner without any processes or policies in place to help the project manager and all those involved in the project effort to ensure the integrity of the project. After pausing the project, assemble the appropriate members of the organization to conduct a project audit. The purpose of the project audit should not be to place blame nor to fix or re-baseline the project. Rather, the purpose of the project audit is to first find out the root causes for why the project is failing.
7. Assess the effort to complete the project. To restore the integrity of the project, assess the effort, both schedule and budget, to complete the project. Often, when initially estimating projects, many project managers use intuitive estimating; they estimate from gut feel and personal opinion rather than from historical estimating experience. Intuitive estimating may work with smaller projects, however, larger projects require experienced-based estimating. If possible, enlist the aid of someone who has experience performing the particular project tasks in order to get realistic estimates. Additionally, establish and maintain a historical estimating database within the PMO so that your project managers can estimate future projects more accurately.
8. Validate the business case for the project. Ask yourself, is it worth continuing the project? It is possible that the project is no longer important or a priority for the organization. Additionally, external factors such as new technologies and alternative solutions may render the initial approach of the project obsolete. Before proposing that the project be restarted, validate the project's business case.
9. Submit the project to governance. From a business perspective, determine if at this point in time the project still makes sense to pursue and if the project is an appropriate use of the resources of the company. Look at the value of the project and compare it to other competing project alternatives and initiatives. Perhaps previously the project was a priority, but now the project scorecard may rank quite differently. Submit the project to your governance process to gain formal understanding, approval, and support for the project.
10. Restart the project. Now that you have a new and approved project plan and new estimates, re-launch the project. Have the executive sponsor for the project and your project manager communicate to the team how important the project is. And, take steps to ensure that the project team is prepared and mentally positive about restarting the project effort. Be mindful of all of the past project difficulties and be prepared to deal with potential roadblocks.

When a project fails, who is to blame? Should the blame fall entirely upon the project manager? Or, is a failed project the result of others not doing their work, whether that is the users responsible for but not providing clear requirements, the business analysts responsible for analyzing and validating the requirements, or the developers responsible for design and delivery of the solution, or perhaps management redirecting resources and jeopardizing the project.

Surely, the blame can be spread around. But, it is the project manager that is the person that must deliver the project and manage and be responsible for all issues and obstacles that stand in the way of successful project delivery. So, at the end of the day, there is only one person to blame for a failed project, the project manager.

Or, is something else really the blame. According to Deming, “95% of a problem is the process, only 5% the people.” Perhaps not always, but more often than we would like to admit, project organizations have much better people skills and tools, than they do processes. 

So, I would like to suggest that treating project failure as a process defect, and correcting that defect, will likely be more beneficial to the organization and than berating the project manager, not to mention it might very well be the right spot to place the blame.

The role of the PMO manager in conducting a project manager performance review is that of facilitator, not evaluator. The PMO manager should seek to focus on providing outcome-based feedback - for example, telling an project manager that "Because the report was late, meetings were postponed, and the project was delayed"; not - "We got into trouble because you didn't meet the deadline." Follow your comments with If-Then statements, such as "If you could do this..., then this would happen..." Placing the focus on performance and the performance results, not the individual, will help motivate your project manager to improved performance, rather than simply feeling bad.

Ideally, the performance review meeting should encourage the employee to talk openly and freely about accomplishments, problems, concerns, and perceptions. And, very little, if anything, in the performance assessment should be a surprise to either party. But to achieve this, a bit of planning and preparation is required.

Here are ten key steps to follow when preparing for - and giving – a performance assessment that will motivate your project manager:

1. Regular Discussions. Regularly discuss with other managers and key staff how your project manager is doing.
2. Ongoing Feedback. Give ongoing, timely and relevant feedback to your project manager throughout the year. And, use ongoing feedback to provide the recognition that motivates, and that provides an opportunity for , mentoring, and development. As PMO Manager, be aware of, and seek to reduce the anxiety that is natural in a traditional assessment interview.
3. Write a Rough Draft. Write a rough draft for your project manager. Then ask yourself: What will be remembered? What will motivate? Are comments specific? Is there enough and appropriate anecdotal evidence to support each assertion? Are your comments fair?
4. Project Manager Participation. Insist that your project manager actively participate in their performance reviews. A week in advance of the meeting, provide the project manager with a list of self-assessment questions to complete in advance of the meeting. The questions should ask what the person has accomplished since the last review, any successes or disappointments at work, whether or not they are getting enough support and feedback to be effective in their work, and so on. The project manager’s answers to these questions should form the basis of your initial discussion.
5. Strengths and Weaknesses. Tell you project manager what has been done well and what must be improved upon. Provide specific anecdotal evidence of what the employee has done, not vague generalizations. Don’t be adversarial, seek to build upon strengths.
6. No Surprises. There should be no surprises for either party during the performance assessment. The performance assessment meeting is not the time to bring up first time performance problems. If there are performance problems that need to be addressed, address them when they arise.
7. Rating Scale. A potentially contentious part of most performance reviews is the rating scale. What is the worth of a rating scale? None; all it does is compare Bob with Sally. It is almost impossible to understand ambiguous ratings such as "needs improvement" or "satisfactory.' A rating system also encourages managers to resort to a shorthand grade instead of using performance reviews as an opportunity to coach and to motivate employees.
8. Separate Financial Compensation. Very important: When we separate financial compensation from the assessment process, we remove the distraction from the performance interview and we encourage listening and dialogue that motivates improved performance. Most of us want to know if we will "get a raise" - but that needs to wait. By creating a spirit of communication and creativity, the performance review is no longer dreaded, rather an effective communication tool, useful business dialog, and opportunity to motivate.
9. Preparation. Thoughtful preparation is the key essential in planning a successful performance discussion. Spontaneity works well in some situations, but almost never when a person's needs, values, performance, and career plans are being discussed. Project Managers are professionals and are quick to size up, and appreciate, the integrity of the PMO manager as evidenced by how well the PMO Manager prepares for the performance review and by how well the PMO Manager conducts the review session.
10. Have a Well Planned Conclusion. Make sure that the performance assessment ends in a conclusive and positive manner. Don’t just get though it, but use the performance assessment to rate your project manager accurately and fairly. Praise strengths and restate improvement needed areas. If the project manager performance assessment is an accurate, fair, and positive experience, then it is likely to have a motivating effect, rather than just being stressful.

Often times, we casually manage our skilled resources, our subject matter experts, our super-stars. And, many project managers fall into these categories. While this may be a seemingly convenient approach to take, it does not do service to the needs project managers have to be challenged at work, to be appraised effectively against the end results of their efforts, and to be recognized for the value they deliver to the organization. So, the next time you are appraising a project manager (or being appraised as a project manager), seek to ensure the experience is not just fair but motivating as well.

Executives and managers are busy people. Every day brings new opportunities and challenges to management and the leadership team and of course there is never enough time to do it all. But no matter how busy managers are, the best managers make time for their people. Is a manager’s style important? Is being a good boss important? You bet it is.

According to management researcher Chandra Louise,
"80% of the employees who quit their jobs
do so because of problems with their bosses."

So if you are a boss be mindful, if you manage your employees with frequent use of "bad boss" behaviors, you just might find yourself in a very quiet workplace. Why? You’ll be alone! To avoid being that "bad boss", here are a few things for reflection that bad bosses do.

1. Embarrassing employees in public.
At some point, nearly everyone has observed someone being ridiculed at work. Though public humiliation is an old, outdated style of classic authoritarian management, and deemed inappropriate in today’s businesses, regrettably it is still commonly used. Any employee, when publicly embarrassed by his or her boss, will be unhappy about it, maybe complain, maybe leave, maybe get even, but in almost no circumstance will perform any better.

2. Not following up on employee ideas.
We all thrive on providing ideas and feedback, but sometimes even the best managers fail to follow up on employee ideas. In Christine Corelli’s book, “Wake up and Smell the Competition”, Tim, a well-liked sales manager, would conduct extensive "Blue Skies" meetings with his field sales force. He would listen carefully during the two-day meetings, which elicited countless ideas for beating the competition. Everyone left these “Blue Sky Meetings” feeling energized. However, when the CFO analyzed the funds needed to implement the ideas, they were dropped. Naturally, without any kind of meaningful follow up, employees won’t be enthused about such meetings and offering ideas again.

3. Withholding praise.
Years ago, a Gallup Study asked thousands of employees to cite indicators of a good workplace. Among the responses, one of the most frequently mentioned comments was, "I have received praise during the last seven days at work." Giving employees sincere praise is a simple action that many managers are unable to perform. Richard, now a VP with a security services firm, recalls a manager who had few interpersonal skills. However, one day, the manager approached him saying, "How’s it going?" Waiting for the inevitable reprimand, Richard was surprised when his manager said, "I just want to let you know you’re doing a great job." Stunned and delighted for a brief moment, Richard was shocked by what followed when his manager said, "They told me to say that at manager school." Withholding praise is a missed opportunity and offering insincere praise is even worse.

4. Ignoring professional growth needs.
Some bosses are so busy managing their own career, that they are oblivious to the careers of their direct reports. And, when employees take steps for self-development, these bosses find ways to be non-supportive rather than their employee’s biggest cheerleader. Have you been denied a professional development opportunity by your boss for one reason or another? Ignoring professional growth needs, and/or getting in the way of them, is one to the top bad behaviors of bosses cited in many people management surveys.  

5. Demanding unrealistic rules of order.
All managers enforce rules and regulations. That is part of the job of being a manager. But poor managers enforce unrealistic rules that cause employees to either feel like children or just get mad. Here, I have a good one for you. Many years ago when I was an IBM branch manager and soccer coach for my son’s soccer team, I noticed that all of the other teams and kids on these teams had very nice jerseys sponsored by local businesses of all shapes and sizes from mom and pop businesses to Fortune 1000 firms. So, I decided that I wanted the kids on my team to have a cool jersey too and I wanted the jersey to have the IBM logo on it just like the other teams had their sponsor’s logos. So, for $150, I ordered the jerseys and submitted the charges for reimbursement. As an IBM branch manager, I had a budget for just these kinds of things. Despite the numerous positive comments by parents and untold customers of IBM that made a point to introduce themselves to me and thank me, and IBM, for being a part of and supporting the youth soccer program, what I remember most was my immediate manager, a vice president, telling me what a bad idea it was to mix community activities with business and that though she couldn’t think of any specific rules against this, she felt it was a poor judgment and that if there wasn’t a policy against this, then there ought to be. Naturally, I lost a great deal of respect for this person. And furthermore, I learned in management training years ago and tell this to my direct reports, if you don’t crossover the line of your authority at least once or twice a year, then you don’t know where the line is. And, unless there is wrong doing or mischief involved, more times than not, empowered employees that make it their business is a good thing, a very good thing.

6. Being vague and indirect.
Poor managers communicate with assumptions, generalities, lack of direction, and impatience. One manager recalls a director who gave projects without clearly specifying desired outcomes. When employees attempted to turn in results, she would say, "No that’s not it. I’ll know it when I see it." She was unwilling to tell her staff what she wanted or even what she didn’t want. Needless to say, turnover was high in her area, and nobody mourned her final departure to another department.

7. Showing you don’t care.
The bulk of horror stories reported by employees on websites that complain about bad bosses describe uncaring bosses. One example is a tale from an employee who counseled his manager not to interfere with an intricate computer program during the time he would be out for nasal surgery. Unfortunately, the manager did not heed the advice, tampered with the data, and then called the employee in to fix it. The employee, still in outpatient recovery, drug-laden and eyes swollen, arrived at work to fix the program and fell asleep at his desk during the process. The manager saw this and chastised him on the spot for sleeping on the job. In another sad tale, an employee who had lost three friends to a devastating auto accident the night before found out at work the next day that a fourth had also died. Grief stricken, the employee was dumbfounded when her manager scolded her for allowing grief to interfere with her work.

8. Being all-knowing all of the time.
Most managers are very good and got to where they are because they have demonstrated skill in many areas important to the business. But, poor managers use that expertise to reign over employees and micro manage projects. Bosses that micro manage are often guilty of never saying, "I do know but let’s ask someone that does." Or, taking every idea made by an employee and tweaking it so as to add a personal touch. The all-knowing manager keeps very busy making sure everyone knows expertise is known.

9. Ignoring individual differences.
Bosses are coached to be fair and consistent, but, in reality, all employees are different. Poor bosses put employees in one big box with little regard for individuals. Culturally and behaviorally, people are brought up with different values and methods of operating in the world of work. Too often, managers get caught up in the habit of rewarding individuals who are most like them and ignoring those that aren’t.

10. Never say you’re sorry or admitting being wrong.
Being able to say you’re sorry or wrong is a mark of healthy self-esteem. Great bosses have no problem with this. It’s the first step to getting a critical situation back on track. In today’s competitive business environment, deadlines, policy changes, and staff turnover create plenty of opportunity for miscommunications and frequent mistakes. There is also room sincerity. Admitting being wrong and offering an apology if and when appropriate is a tremendous managerial strength.

In conclusion, your workplace can be as de-motivating or motivating as you make it. So, as a boss, seek to avoid these bad behaviors. Believe you me, results will follow. As always, if you have a tip or two or three, share it with us here..!