Drunken PM

Drunken Boxing for Project Managers “The main feature of the drunkard boxing is to hide combative hits in drunkard-like, unsteady movements and actions so as to confuse the opponent. The secret of this style of boxing is maintaining a clear mind while giving a drunken appearance.” Yeah... just like that… but with network diagrams and burndown charts… and a wee bit less vodka.
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About this Blog


Recent Posts

Certified Agile Leadership Training with Olaf

Don Kim - I Think, Therefore I Plan

Agile Coach to Agile Gamer - Peter Saddington

Scrum in School - A Case Study of Grandview Prep's Transformation

Forecasting Tools Based on Team Performance with Troy Magennis

The Art of War - Chapter 2 - Entry 1 - Knowing the Cost

Categories: AOW4PM, art of war, Sun Tzu

"To raise a corps of a hundred thousand
 A thousand pieces of gold will be spent each day."
The second chapter of the Art of War begins with Sun Tzu laying out some basics about materials required to wage war. This kind of thing happens quite a bit throughout the book and it can be pretty distracting for Project Managers because our brains have been conditioned to start tracking these as requirements that we'll have to obtain at some point.  The run up of all these requirements  leads to the statement about the rate of gold per day and the fact that you can't even consider getting an army until you have that covered. The point of all this is to show that in war, there is cost, and that before you can start on the things you think you need to obtain (people to do the work), you first have to account for a whole bunch of hidden costs that you need to address before you go get people.
Bottom line...whether it is war, or a project, getting things done is expensive and there are going to be things that are less obvious or sexy that need to be covered. Before you take anything on, make sure you have a firm grasp of the cost. 
"The cost of an interpersonal Challenge is primarily an emotional one. Nonnegotiable conflicts can be very painful, since success generally comes through ending the relationship or changing ti into a very different one. Therefore, careful evaluation and acceptance of the emotional costs of your Challenge are essential to your success."
For Sun Tzu, the cost includes the lives of the soldiers and all the people who are going to have to work so hard to support them. While most project managers are not normally putting team members into direct mortal danger, the cost of the project may mean other projects do not get done... and depending on what choices are made, the business or company could be at risk, which does pose a direct threat to people's ability to work and earn a living and places them in harm's way.
We need to understand the cost of what we take on and what the ramifications of what we are doing are so that we can make responsible, informed a choices while managing the project.
Quotes are taken from The Art of Strategy by R.R. Wing
Posted on: June 28, 2010 11:35 AM | Permalink | Comments (1)

The Art of War Chapter 1 - Entry 6 - "The plan is useless..."

Categories: AOW4PM, art of war

At the end of the first chapter of the Art of War, Sun Tzu gives direction that may make the strongest case for project management in the entire text.

"Those who triumph,
Compute at their headquarters
A great number of factors prior to a challenge"*

He goes on to explain that those who spend less time planning do not succeed. According to Sun Tzu, more planning = greater success, less = greater chance of failure and no planning at all pretty much guarantees you have no shot.

The first chapter of the Art of War ends with Sun Tzu claiming that by observing the time spent in "computation" he can determine whether or not one will succeed in their efforts.

From a PM's standpoint, this has relevance on a number of levels. The most obvious application would be to the idea of actually planning out a project, and if you follow the rest of the lessons of the Art of War, this is going to end up bringing in many of the elements included in a traditional project plan. Things like risk planning and developing a communication strategy are critical aspects of Sun Tzu’s formula for success.

One application that might not be so obvious is how this planning can play out on a smaller scale. Something as simple as a business meeting, offers a great opportunity to prove out some of Sun Tzu's claims. If you've ever been in a meeting where you arrived not knowing what was going to happen, or what you were going to say ahead of time, you are probably already all too familiar with the formula for defeat that is mentioned above. For my own part, this is a lesson that took a long time to learn, but over time I have learned that if I make the time for "computation" before a meeting, things go much better. In terms of preparation, working out things like how the Five Measures fit within the context of the meeting, thinking through what will take place based on who is likely to be present, what objectives or motivators they might have, who might say what, how the others in the room will respond, and especially, how to raise the issues I need addressed as well as how to respond to the questions I'm likely to be asked, seems simple but it is unfortunately something most people don’t take the time to do. It may sound like a lot of work, but my experience has been that once you get into a habit of doing it, this tends to come fairly easily. Whatever your goals in the meeting, even if it is just to get through it with your job intact, putting in the time to prepare before hand is just basic risk management. It will give you the freedom to devote the time and attention necessary to cover the things you were not able to think of before hand.

If success in the meeting equals getting your issues addressed without losing credibility, taking the time necessary to be prepared to participate with confidence and ease is just basic risk management, the same as you’d do on any project. And as for the others around the table, as Sun Tzu says, examining they prepare will give you a lot of insight into their ability to succeed or fail once things get underway.

While it can be fairly simple to see how this applies to Project Management, it has a lot of relevance to an Agile approach as well. If taking an Agile approach is intended to offer the freedom to handle constant change while incrementally working towards a desired goal, The Art of War in right in step. The basics of things like forming the team, having the team determine how they will best work together, what the vision statement is, etc. are all part of the “computation” Sun Tzu is talking about. These practices have even greater application later on in the Art of War. In a later section of the book Sun Tzu talks about the need to be fluid and adaptable, in order to do this successfully, someone leading an Agile project, or an Agile team, still needs to take the time to understand the basic concerns mentioned in this chapter.

The bottom line is, success is determined by your ability to make the time to learn about what you are facing and considering what will happen when things get underway.

Or, as President Eisenhower put it, "The plan is useless; it's the planning that's important."

* Quote taken from "The Art of Strategy" by R.L. Wing

Posted on: March 30, 2010 10:20 AM | Permalink | Comments (0)

Art of War - Chapter 1 Part 5 - The Tao of Paradox

Categories: AOW4PM, art of war

The next section of Chapter 1 starts by introducing one of the core strategies of Sun Tzu's teaching. In "The Art of Strategy" by R.L. Wing, the section is translated as:

Heed me by Calculating the advantages
reinforce them by directing outwardly.

This has a very direct relationship to the strategic work a PM does in that it calls upon the practitioner to measure and understand their true position and then "reinforce" (read as spin or manipulate) the perception of that position by how you represent it.

As he moves into the next section, Sun Tzu provides more clarity into how the perceived reality can be manipulated:

Thus, when able, they appear unable.
When employed, they appear useless.
When close, they appear distant
When distant, they appear close.

They lure through advantages,
And take control through confusion.

In the R.L. Wing translation, this is referred to as the "Tao of Paradox". The instruction is to create a perceived reality that is not necessarily accurate in order to gain advantage. This is "playing dead" or manipulating how we project ourselves and our situation in order to gain the upper hand. There are obvious implications in the context of an armed struggle, but think about it in the setting of a meeting at work, when you pretend to know less than you do in order to either gain more information, or learn more about another's understanding of a situation. Even down to basic interviewing tactics where you lead an interviewee towards an answer you hope to get by pretending you have a problem you have not been able to solve.

This tends to be one of the areas of the text where "nicer" people often get stuck. They perceive this as dishonest or misleading and, rightly so, if they consider themselves to be honest folk, it is something they would not purposely strive for. But beyond a physical conflict context, this is something which all of us do in our daily lives from childhood, often without even being conscious of it. As children we learn to get what we want by creating a sense of urgency that will draw the response we are looking for from our caregivers. While not many PMs would willingly admit to lying to create a false impression, how many would be able to say that they had never added a little spin to a status report to create a more positive impression, or led their team to believe that failure to meet a deadline meant certain doom for their employment, in order to drive the team to getting the work done on time.

As Sun Tzu says, "everyone uses the art of war". The Tao of Paradox is no exception. The question is, is it better or "more honest" to use it absent mindedly, or to understand it as a normal behavior without judging it and learn to be more aware of when and how you make use of this approach so that you can wield it with greater skill and a greater sense of responsibility.

When complete, they appear to prepare.
When forceful, they appear evasive.

As this paradox is created, what happens to the "opponent" is that they spend time gathering knowledge, interpreting and planning a response. This creates a window of advantage where, if you have followed the five measures and already have your approach planned, you can seize the moment.

They attack when the opponent is unprepared
And appear when least expected.

This is the Strategist's way of triumph.
It must not be discussed beforehand.

As someone managing a project, or a team, you need to be vigilant for those moments when you can achieve the little wins that build trust and drive the efforts toward delivery. The word "attack" is used above, but it does not have to be a negative attack. You can just as easily attack a lack of faith in the project or a negative perception of the team. As leaders, we are often able to have a greater impact when we bring order to the chaos around us if people have already decided that we are caught up in the chaos that has taken hold of them. When done well, this spin can make things look like you have saved the day with relative ease. It can be a double-edged sword, however, because when done poorly, you end up as one of those PMs who create a crisis just to solve it. The idea is not to create drama in the space around you, but take advantage of what is already there to engineer an impression of the situation, and your role in it, that will allow you to gain the position you desire.

R.L. Wing "The Art of Strategy : A New Translation of Sun Tzu's Classic The Art of War" Broadway Books, New York.

Posted on: February 23, 2010 09:19 PM | Permalink | Comments (0)

The Art of War - Chapter 1 - Part 4

---------- MACWORLD PM MEETUP ----------

Having defined that which is to be measured, Sun Tzu provides examples of things to be considered when examining the five measures. He recommends determining which leader has captured the cultural mindset:

"Which leader
Has the Way?"

And, which has the poitical and organizational advantage:

"Which side has
Heaven and Earth?"

Who has the strength and rigorous enough approach to discipline to follow the processes they have defined as their path to success.

"On which side
Is discipline
More effective?"

"Which army
Is the stronger?"

According to Sun Tzu, understanding these will help you "know" victory and defeat. This is an important point to spend some time on. The idea is not that if you study these things, you'll win; but that if you study these things, you will be able to foresee who will win... which leads to a principle introduced later that is (simplified) never take on a battle you have not already won.

Following this thought, if you stick with Sun Tzu, follow his rules, he promises to lead you to victory. If you follow his guidelines, the Art of War will get your back and keep you from harm. However, this is going to include knowing when to back down, when to back away and when to take action in a way that is decisively final. In the workplace, my experience has been that the last part if often more difficult for people to adopt than the backing down. (But there will be much more on this later.)

Sun Tzu also goes on to explain that if you don't adhere to these rules, whether you use the Art of War or not, you've already ensured you will fail. This is another critical point in the Art of War. What Sun Tzu has essentially done is stated that if you stick with him 100%, he'll guarantee success, anything less than that, and you are not using the Art of War and you will fail.

For those familiar with Scrum, this would be "The Art of War, but..." and it has about the same chances of success as "Scrum, but..." more on Scrum, but

This level of commitment is something that appears a number of times throughout the book. It can seem a bit severe when put into practice, but it is something that (IMHO) truly differentiates practitioners of the AOW from those who merely dabble in it. Because war is such nasty business, once you have committed to it, Sun Tzu demands total commitment. At times, this means backing down and at times it can mean pushing further than you might normally. Even taking the time to determine, for yourselves, where the line is in terms of what you are willing to do in order to help the project succeed, can be helpful. As Sun Tzu says, we must know our opposition and ourselves. Often, trick for us as PMs, is to make sure there is a difference between the two.

Quotes listed in this entry are taken from John Minford's Penguin Books Great Ideas translation "Sun Tzu The Art of War (Strike with Chaos)" published by Penguin books in 2006. The passage covered in this entry can be found on pages 2 and 3 of the book. If you'd like to purchase a copy, you can do so here.
Posted on: February 05, 2010 10:20 AM | Permalink | Comments (1)

The Art of War - Chapter 1 - Part 3

Categories: AOW4PM, art of war

The Art of War - Chapter 1 - Part 3

After listing the five measures (see Chapter 1 - Part 2), Sun Tzu provides an explanation of each of the elements. Throughout the Art of War there are a number of places where Sun Tzu offers an explanation through the use of contrasts and by listing elements which, when grouped together, provide a more complete explanation of the point he is trying to make. If this seems a bit daunting, consider the way the none of the traditional elements that make up a true project plan (Charter, Risk Plan, Communications Plan, Project Schedule, etc.) provide as complete an explanation of what the project entails individually as they do when grouped together.

The Tao (The Way)

Sun Tzu explains The Tao (or The Way) as the thing that unites men with the mind of the person leading them in an unwavering way, despite the threat of death. For a project, or an organization, this would extend beyond a mission or vision statement into how it plays out within the culture of those involved, either uniting them, or not.

Heaven (The Political Environment)

In defining Heaven and Earth, which I defined (in Chapter 1 - Part 2) as being akin to the Political Environment and the Organizational Structure, they are respectively explained as a balance of opposites and measures.

Heaven is
Yin and Yang,
Cold and Hot
The cycle of seasons

When applied to a political environment, the cyclical, dynamic but dependable state of the four changing seasons gives context to the listing of the opposites above. The political nature of an organization will always be in flux. There will always be opposing forces, but the dynamically shifting nature of that balance is something to be relied upon and carefully monitored. So, regardless of what type of political situation you face, you can always depend on the fact that change is coming and no matter how things are balanced today, they will be different tomorrow. Trust in the change, not in the state.

Earth (The Organizational Structure)

The organizational structure, or Earth, is defined in a list of actual measures:

... Height and depth,
Distance and proximity
Ease and Danger...

While it may be simpler to see, it is no less critical than the political environment/Heaven. Because it is less abstract, it can be examined in a more exact way, using more tangible metrics. However, Heaven and Earth are paired in the Art of War. The organizational structure and political environment can't be seen individually. They are a pair, and moreover, as part of the five measures, just two of the ways we experience that with which we are interacting.

Command (Leadership)

In explaining what he means by Leadership, or Command, Sun Tzu provides a list of ingredients. I have always worked under the assumption that these have been listed in a particular order based on the overall importance of each to organizational maturity (with Wisdom being prized above all and Severity as the lowest ranking critical value), but that may just be me. Either way, if you were to examine an organization and rate them along each of these points, you would be able to develop a fairly clear understanding of the overall value system and (arguably) maturity of that organization.



Discipline is perhaps the easiest of the five measures for a project manager to understand. It is defined as...

Chain of command
Control of expenditure

This is a simple, concrete explanation.

Sun Tzu closes out this section of the chapter by saying that every leader is aware of the five measures, but there is a difference between being aware and truly understanding them.

He who grasps them wins
He who fails to grasp them loses

According to The Art of War, there are five vantage points from which you should be studying any organization/company/opportunity/opponent/insert name of thing you are facing that you are scared of or do not understand here. If you study the five measures for your situation to a point where you have true clarity on each of them, then by your very understanding of them, you will succeed. However, if you don't, by your very lack of understanding, will fail. To use a simple analogy, assuming you have all five of your senses available to you, (because as Sun Tzu says, "Every commander is aware of these five fundamentals", you experience the world through taste, touch, smell, sight and sound, all together. If you had the ability to see, but started ignoring any visual input, how true would your understanding of the world be? How successful would you be in it? And perhaps more importantly, how safe would you be? Quotes listed in this entry are taken from John Minford's Penguin Books Great Ideas translation "Sun Tzu The Art of War (Strike with Chaos)" published by Penguin books in 2006. The passage covered in this entry can be found on pages 2 and 3 of the book. If you'd like to purchase a copy, you can do so here.

Posted on: January 29, 2010 09:23 PM | Permalink | Comments (2)

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- Dan Quayle