Taking the Plunge

A friend of mine recently let me know that her second book is “coming soon”.  I’m not allowed to help her promote it until August, so I can’t say who she is or what the title will be, but I am going to share a little about a related topic from the perspective of my own experiences.

Tomorrow is my last day as VP of Communications & Technology for the PMI Northern Utah Chapter (PMINUC).  Over the past year and a half, I’ve split off the Technology function and taken over Marketing (our graphics designer and the "marketing" title were part of another team), but the changes had to be voted on in the last election and won’t be official (on paper) until July 1^st.  I could have stayed in the updated position for another term, but I have a few obligations I’ve been neglecting since I took over the role.  It’s bittersweet, but it’s time.

I have enjoyed my time serving and networking with our chapter members, updating the website, revamping the newsletter, and starting to figure out how to best use social media to promote chapter events.  I’ve made new friendships, built on existing relationships, and I like to think I helped a few people on their project management journey.  There have been challenges - people, process, and technology (StarChapter… IYKYK).  I may volunteer with the board, again, in the future, if my new journey allows time for it.  I don’t regret this short detour.

I’m not ready to talk about what’s next for me, but I would like to make a suggestion for you.  If you’re not already, find a way to volunteer and serve others.  It doesn’t have to be with a PMI Chapter Board of Directors.  If your chapter is like ours, it also offers the occasional opportunity to serve in the community or to be a mentor to other project managers.  Or you can find a shelter or food closet that needs volunteers.  Maybe you already belong to an organization that has service opportunities, like a church, fraternal or civic organization.  These are great ways to develop your leadership skills, expand your network and, in some cases, bring project management practices that can help things run more efficiently.

As I contemplate the last few things I need to do before telling the VP of Technology that my access can be revoked, I can feel a small void forming.  I’m a little sad to leave and excited for what’s next.  I’ll miss seeing one set of friends, regularly, while I make new friends.  No regrets.  It's time to take the plunge into something new.

Just to recap, in part 1 & part 2 GenAI presented some stereotypical negative opinions about project managers, executives, and other stakeholders.  In part 3 I asked Gen AI to take on the role and tone of coach and mentor and give each of them advice to overcome their negative perceptions of each other.  Looking back at this, I realize I made a mistake.  After getting the initial response, I should have asked GenAI to elaborate.

Consider the response to the project manager.  "Imagine you're leading an expedition through uncharted territory..."  This does sound like a coach, and the advice is not bad, but it's not enough.  A lot of project managers spend their time in the weeds and details.  They're not often dealing directly with executives, and on the occasions when they do, they may not have the relationship with them to immediately take GenAI's advice.  There may be some relationship building that needs to take place, first, and that can take time.  In this circumstance, a project manager might need their manager, or someone higher up above them, that has a relationship with the executive to allay any concerns and help establish a relationship.

I felt the advice to the executives and stakeholders works.  Parts of it seemed a little generic and incomplete, but 1) I didn't ask for additional information, and 2) that's what I've come to expect from GenAI.  I don't expect it to tell me everything I need to do in any given situation (especially when I don't ask for more), even if I give it all the context I have.  I expect GenAI to point me in a direction and get me started.  I may choose to ignore some of what it says.

What are your takeaways and what would you have done differently?

In this installment of my writing experiment, let’s take advantage of GenAI's improved memory and the ability to modify the tone and perspective of GenAI.  We’re going to lose the snark and see what advice GenAI can offer to our troubled project manager, executives, and stakeholders.  Here’s the prompt:

“Taking on the role and tone of a coach and mentor, what would you say to the project manager, executives, and stakeholders to help them overcome their negative perceptions of each other?”

…and here is what our GenAI coach has to offer.

===== 

To the Project Manager, Executives, and Stakeholders:

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To the Project Manager:

"Imagine you're leading an expedition through uncharted territory.  As the project manager, you are the guide, ensuring the team navigates safely and efficiently.  However, remember that the map is provided by the executives and stakeholders, who have a broader view of the terrain and long-term destination.

Understand that executives and stakeholders aren't just throwing obstacles your way; they have their own pressures and strategic visions that drive their decisions.  When they ask for changes or set ambitious goals, it's not to undermine your efforts but to align with broader business objectives.

Engage with them proactively.  Seek to understand their strategic vision and translate it into actionable project plans.  Communicate openly about the challenges and realities of execution, and don't be afraid to ask for the support you need.  Building this bridge of understanding will not only help you manage expectations but also foster a collaborative environment where everyone feels invested in the project's success."

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To the Executives:

"As leaders, your strategic vision and decisions are the compass guiding the organization.  Project managers are your navigators, translating these high-level goals into detailed action plans.  They need your support and clear communication to steer the project effectively.

Recognize the challenges project managers face: tight deadlines, resource constraints, and the need to balance numerous priorities.  When setting ambitious targets, consider the practical implications and involve them early in the planning process.  This inclusion fosters a sense of partnership and ensures that the goals set are achievable and well-understood.

Remember, transparency and consistent support from you are crucial.  Regularly communicate your vision and the strategic importance of the project and be open to feedback from the project team.  This two-way communication builds trust and helps project managers align their efforts with your broader objectives, ultimately leading to more successful outcomes."

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To the Stakeholders:

"You are the voice of the users and the beneficiaries of the project.  Your input is invaluable in shaping a product or service that truly meets needs.  However, understand that project managers juggle multiple constraints and priorities to deliver the best possible outcome.

When you provide feedback or request changes, do so with a clear understanding of the project's scope and limitations.  Early and continuous involvement is key-your insights are most valuable at the beginning and throughout the project, not just at the end.

Communicate your needs and expectations clearly, but also be open to the practical realities the project manager presents.  This mutual respect and understanding will help ensure that your requirements are met within the constraints of time, budget, and resources.  Working together in this way ensures a smoother process and a final product that satisfies everyone involved."

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Bridging the Gaps:

"Each of you plays a crucial role in the success of the project.  By fostering mutual respect and understanding, we can overcome the negative perceptions that sometimes arise.  Here are a few principles to keep in mind:

1. Empathy: Put yourself in each other's shoes.  Understand the pressures and challenges faced by your counterparts.  This empathy builds a foundation of respect.
2. Clear Communication: Maintain open lines of communication.  Regular updates, transparent discussions about challenges, and shared progress reports keep everyone aligned and informed.
3. Collaboration: Work together from the outset.  Involve all parties in the planning process and ensure that everyone's voice is heard and valued.
4. Flexibility and Support: Be flexible and supportive.  Understand that adjustments may be necessary and that support from all levels is critical to navigating these changes successfully.

By committing to these principles, we can turn potential friction into productive collaboration, ensuring that our projects not only meet their goals but also strengthen our working relationships.  Remember, success in any project comes from a unified effort where everyone understands and values each other's contributions."

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"Let's move forward with these principles in mind, working together towards our shared goals with respect, understanding, and a commitment to excellence."

===== End of GenAI response

Just to make sure I haven’t inadvertently committed plagiarism, I asked the following:

“Did you draw from any specific sources that I should be citing in your last response?”

…and received the following response:

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No specific sources were drawn from for the last response. The advice and strategies provided are based on common best practices and general principles of effective communication, project management, and team collaboration. If you need to cite sources for these concepts, you might reference general project management and leadership literature such as:

• Project Management Institute (PMI) standards and publications
• "The Five Dysfunctions of a Team" by Patrick Lencioni
• "Crucial Conversations: Tools for Talking When Stakes Are High" by Kerry Patterson, Joseph Grenny, Ron McMillan, and Al Switzler
• "Leaders Eat Last: Why Some Teams Pull Together and Others Don't" by Simon Sinek

However, the response itself was crafted from general knowledge and best practices rather than specific citations.

===== End of GenAI response

I've run out of space, so there's going to be a part 4 where I provide my thoughts GenAI's response.  In the meantime, how do you think it did?

In Part 1, GenAI seemed to do a fair job of creating caricatures of project managers.  You may have heard or read similar feelings expressed about project managers from others.  Let's be honest, we've all had our moments where we weren't at our best, and not everyone that starts out in the field is a good fit for the job.  But, Part 2 is not about feeling good about ourselves, it's about feeling like we're better than someone else.  Let's see what our snarky AI has to say about executives and stakeholders.

*****

Alright, project managers, gather 'round! Today, we're diving into the mysterious world of executives and stakeholders—the elusive creatures that make your job so delightfully challenging. Think of them as the VIP guests at your never-ending project party, except they have very specific demands and absolutely no sense of humor.

First up, the "executives". These are the top brass, the big cheeses, the ones who think "strategy" is a magical word that makes everything possible. They're like wizards who cast spells of vision and mission statements, expecting you to turn their vague incantations into concrete results. Need a miracle? No problem! They’ll give you a two-week deadline and a budget that could barely buy a coffee machine. Their favorite pastime? Moving the goalposts just as you’re about to score.

Executives also have a unique talent for memory loss. They'll forget every single promise they made about support and resources, but they'll never forget the one typo you made in that quarterly report six months ago. And when things go sideways, expect them to disappear faster than a donut at an office meeting. But don’t worry, they’ll reappear just in time to take credit if by some miracle the project succeeds.

Now, let's talk about "stakeholders". These are the folks who think your project should revolve around their personal whims and preferences. They’re like a committee of toddlers—everyone wants their toy to be the shiniest, and if you don’t comply, expect a tantrum. They demand regular updates but glaze over the moment you dive into any real detail. They want to be involved in every decision, except the ones that require actual effort or accountability.

Stakeholders have a knack for changing their minds at the most inconvenient times. You could be halfway through a project when they suddenly decide they want everything in blue instead of red, or they need a feature you explicitly discussed and ruled out three months ago. And feedback? Oh, they love giving feedback—often conflicting, always vague, and usually when it's too late to make any changes without blowing up the timeline.

Let’s not forget the infamous "steering committee". This is where stakeholders and executives gather to make decisions—except nobody wants to take responsibility. It's like a game of hot potato, but with your project on the line. Decisions get delayed, priorities get shifted, and somehow, every meeting ends with you having more work and fewer answers.

So there you have it, project managers. Executives and stakeholders: the dream team of high expectations and low involvement. Navigating their whims and fancies is like trying to herd cats in a hurricane, but hey, that’s why you’re the magician, the juggler, the ultimate firefighter. Just remember, when the circus is in full swing, and you’re balancing a dozen flaming torches, someone, somewhere, will be cheering you on—probably from the comfort of their office, with a nice cup of coffee, wondering why you look so stressed.

*****

GenAI takes no prisoners.  Let's regroup in Part 3 where we'll discuss some ways to overcome misconceptions shared by those discussed in Parts 1 & 2.

If you're reading this, you may be wondering "What kind of title is 'Taking the Plunge'?"  When I started this blog(?) almost 20 years ago, it was as I was preparing for the PMP exam, the idea being that when you find something worth doing, you jump into it and then share your experiences with others so that they can learn from your experiences.  I haven't always held true to that idea, and there have been big gaps between my posts, partly because I've been busy doing other things.  I may write about those, soon.  But first, I want to continue my experiment with GenAI.

I'm going to go a little backwards and share something I've learned from this experiment before explaining what I've done.  Working with AI has reminded me that I enjoy the act of creating much more than having a robot pump out something in a fraction of the time.  I've also learned that AI has its place - not in my creative writing, but that's okay.  Let's get to the reason we're here.

This is part 1 of 3 of an exercise in using AI to tell separate stories and then bring them together to teach a lesson, beginning with the prompt, "Speaking as a sarcastic comedian, how would you explain project management to a group of executives who have had negative experiences with project managers?"  Part 2 will ask our sarcastic GenAI to explain executives and stakeholders to a project manager, and Part 3 will bring everyone together for some bonding and mutual affirmations.  Be warned, some of the best and worst comedy has foundations in painful truths.  I'll let you decide which this is.

*****

Ladies and gentlemen, esteemed executives, gather 'round! Today, we're going to unravel the mystery of project management—a profession as misunderstood as the Bermuda Triangle and as appreciated as a traffic jam on a Monday morning.

Picture this: you're on a sinking ship, but don't worry, the project manager is here! They won't save you, but they'll document the exact time each deck goes underwater, schedule daily stand-up meetings to discuss how wet your shoes are, and ensure you have a comprehensive PowerPoint presentation on the best way to drown efficiently.

First, let's talk about planning. Project managers are like your overly enthusiastic GPS. They create a route so detailed that it includes a pit stop for every restroom and coffee shop. But when the road is closed, instead of rerouting, they insist on discussing the detour over several mandatory, but thoroughly unproductive, meetings.

Then there's communication. Ah, the art of talking without really saying anything. Our project manager sends emails—lots of emails. You’ll get updates about updates, notifications about those updates, and reminders about the notifications. By the end, your inbox will be a black hole of status reports, none of which actually tell you if the project's succeeding or failing.

And let's not forget risk management. Here, the project manager is like a weather forecaster. They'll predict 17 different disasters that might happen, create a spreadsheet for each one, and then be completely blindsided by a real issue that no one saw coming, because they were too busy mitigating the risk of a coffee spill in the break room.

Finally, there's the wrap-up phase. Imagine a grand finale where nothing works as planned, but don’t worry—there's a detailed post-mortem. The project manager will conduct a series of retrospective meetings to analyze why everything went wrong, carefully avoiding any conclusions that might suggest they, or the process, were part of the problem. And then, they’ll enthusiastically propose the same approach for the next project!

So there you have it, project management in a nutshell. It's like herding cats, except the cats are on fire, the project manager is trying to teach them synchronized swimming, and you're footing the bill for the water damage. But hey, at least you’ll have a Gantt chart to remember it by!

Thank you, and may your next project be slightly less of a circus.