PMO Setup T3 - Tips, Tools, and Techniques

How many of you have heard the saying, “Fool me once shame on you, fool me twice shame on me.”..? Usually, this saying is offered up to remind us not to be fooled by tricksters, those folks that offer you something that sounds too good to be true, and almost always is. Everyone gets taken for a ride every now and then, but for heaven’s sakes, don’t be taken for a ride the second time around.

So what does this have to do with the project management or the PMO? Well, I am getting there, but I need you to stay with me on this. You see, the first I ever heard, or remember hearing, the expression, “Fool me once shame on you, fool me twice shame on me” was at a process improvement class over twenty years ago and it stayed with me ever since. The instructor, a process improvement expert, was making the point that often times in an organization when we experience a process defect, the first thing that we do is bitch about it in the break room, and to whoever will listen, over and over and over. And often, we find out that someone else experienced that same difficulty earlier and was similarly frustrated. But no one did anything constructively about it. So, time after time, one after another would experience the same, repeated error whether it was a workflow defect, a tooling defect, a skills defect, a communication defect, or an input, output, or process defect.

Now, think about all of the various problems, issues, observations and/or lessons learned feedback we, as project managers and PMO managers, get to see everyday in the PMO. How many of these do we just allow to reoccur and how many of these do we take note of and fix? And why is it that our natural tendency is to just grin and bear it, to put up with it? Wouldn't it be great to adopt a new mantra for the PMO regarding these little execution difficulties and process defects, and that is:

“Have a process defect once, shame on our process; have the same defect again, shame on us.”

Project managers, by nature, are very helpful to others and they always make themselves available, even when they are really too busy and don’t have the time. Here are five time management tips for your project managers.

Tip #1. Avoid postponement of tasks. Sometimes project team members put off tasks which they are not looking forward to doing. Things rarely get more pleasant or easier by being postponed. Make sure you closely monitor those tasks people don't like to do or have difficulty with. Seek ways to provide an environment, skills, and tools for your project team to excel at and enjoy performing all tasks.

Tip #2. Urgent and Important. Look at the way time is used considering the difference between what is urgent and what is important. Maintenance projects and tasks often seem urgent, like applying a fix, and this makes them easy to justify. Improvement oriented projects and tasks rarely seem urgent, although they are very important. If projects don't seem urgent, it is tempting to put them off. Ensure what's important is not clouded by sense of urgency.

Tip #3. Maintenance Projects and Progress Projects. Get the balance right between maintenance projects and progress projects. A maintenance project is one which, once completed, will leave you in the same position as you were before. A progress project is one which will improve your position. It is easy to get bogged down with the maintenance projects leaving little time for the progress projects. Set and review project portfolio priorities to help you get the balance right.

Tip #4. Understand and leverage your internal time clock. Some people work the best early in the morning when they are feeling fresh. Others may reach their peak performance later in the day or even well into the night. Be aware of when you are at your most effective level and do the things that require maximum brain capacity and energy while you're at your best. Attend to minor issues when you don't have time for larger matters and when your mind and body needs a break.

And Tip #5. Communicate regularly, but avoid interruptions and try not to interrupt others. Interruptions can significantly impact productivity and delay the project. Honor and make good use of the communication plan. Don't allow yourself to be continually interrupted without good cause. Be assertive, explaining that you will meet as soon as you finish your work. Saying 'no' is not a crime, nor is it being non-responsive.

Who is to blame when a project fails? 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.  

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 the right spot to place the blame.

I know of a man, and you know this man to, who despite his weight problem became a successful model and actor. If you are over 40, you may remember him in a Fruit of the Loom commercial wearing the grapes. Even though this man was successful, he was not happy and did not feel good about himself. And one day, he found a note on his car that read, “Fat people die young, please don’t die - an admirer.”

Well, this young man went on a crash diet and lost over 100 pounds in just a few months. And, the dramatic weight loss, achieved primarily by starvation, almost killed this young man and resulted in his hospitalization. Undeterred and while recovering in the hospital, he decided to learn by his mistakes and try all over again to lose that weight safely through good nutrition and exercise appropriate for someone in his condition. After losing more than 200 pounds safely and keeping it off, he then wanted to share his lessons learned and new technique with others. And not to make money, but to make others with this problem happy and to change their lives as his had been changed. This young man was so passionate and enthusiastic about his newfound knowledge and calling, that people soon began to come to him for advice and inspiration and support. What he had started soon became a business.

Today, Richard Simmons is recognized all over the world for his weight loss crusade and has become a very successful, famous, and happy man. But he could not have achieved all that he did had he not learned from the things that didn’t work and the mistakes that nearly killed him.

As with so many things in life whether at home or work or even the PMO, what works for you may very well work for others. So, when you encounter and overcome a difficulty, take the time to share your solution or approach with others so they too can have success.

As a project manager, sometimes, in fact often, you have to prove yourself. If you wait for opportunity to knock, don’t be surprised if it doesn’t. And, when you go out to seek opportunity, you can bet your last dollar that at every turn there is someone there getting in your way, someone else there doubting you, and yet someone else there denying you.

Take the case of the old, scrawny man who went to a lumberjack camp in search of a job. As he entered the camp looking for the camp boss, all of the young, strong lumberjacks made fun of him and joked amongst themselves and asked if he was lost. Hearing the commotion, the camp boss came out to see what was going on. After a brief introduction, the scrawny old man got right to the point and asked the camp boss for a job. He wanted to cut down trees just like the other lumberjacks. The camp boss was polite and respectful and tried his best to dissuade the old man from the idea. Undeterred, the old man told the camp boss that if he could just spare five minutes, he would demonstrate his abilities and prove his prowess as the best lumberjack in the world. By now, all those standing by were more than amused and wanted to see the show.

After a bit of reflection, the camp boss agreed and they went out to the forest to find a suitable tree to chop down. Spotting the largest tree in sight, the old man began to chop away and in no time he had brought down that tree to the disbelief of all those watching. The camp boss couldn’t believe his eyes. He told the old man that he had never, ever, seen a tree cut down with such power and precise technique. He also asked the old man where he learned how to fell trees like that. The old man paused and asked the boss if he had ever heard of the Sahara Forest. With a confused look, the camp boss said, “Don’t you mean the Sahara Desert?” With a wry smile, the old man replied, “Sure, that’s what they call it now!” After the laughter had ended, the camp boss announced to the old man and to all within earshot, “Old man, you’re hired!”

As project manager, sometimes you have to make believers out of the skeptics to get what you want. Always be prepared, willing, and up to the challenge to prove yourself.