Strategic Project Management

I didn't go into work yesterday. I had a number of personal errands to do that couldn't be done on the weekend. For example, it was time to renew my drivers license.

They've changed the rules since I last renewed my license, and although I should have known the rules changed, I didn't (my wife suggested that I hadn't paid attention to all the announcements that were made a few years ago).  I ended up making the visit twice. I didn't have my "papers" in order. Recent changes to the law require a birth certificate, passport, your blood type, the maiden name of your mother's grandmother on her father's side and...You get the picture.

Of course I'm exaggerating a bit, but after sitting "patiently" at the Drivers License Bureau twice, it felt like I was trapped in bureaucratic hell. I digress.

I don't bring this up to complain, although I do feel much better now. I bring this up because the "renew my license" project didn't go very well due to a communication breakdown. I have to agree with my wife, the changes were made public by the state, but I largely ignored them. Ignoring them probably cost two or three hours that I could have been doing something else—something more productive.

I wonder how often this type of communication breakdown happens among project teams? Probably more than we would like to admit.

The technology that enables effective communication is evolving incredibly fast—I wish that meant that we were communicating better. I don't think we are.

I don't really think it matters if you're a project leader, a team member, a project sponsor or other stakeholder, effective communication is critical to success. What's more, I don't really think the medium is that important either (however some are much more effective vehicles for project communication than others).

Here are a few suggestions that might help communicate with the team:

1. Actually Communicate: I don't know why it's so hard to do, but I've worked with a lot of people over the years who never made the effort to have a conversation. They didn't answer emails. They were so heavily scheduled that getting time with them was virtually impossible. And, they seldom (if ever) made the effort to step away from the desk to have a conversation with individual members of the team. Building rapport and trust doesn't happen in meetings—it takes place in one-on-one conversations outside the context of a meeting. Communicating with the team requires that you actually do it. It requires actually communicating.
2. Don't Force People to Trust a Crystal Ball, Ouija Board or Fortune Teller: Face it, it might be very clear to you, but members of your team can't read your mind. Don't make them try. I've been married now for over thirty years. A few years back my wife asked, "Did you notice something as you walked in the house?" One of our children had done some work in the yard that I should have noticed, but didn't. We had words about my lack of attention; which resulted in a suggestion for a communication style change. She will now ask, "Did you notice 'this or that' as you walked into the house tonight?" To which I don't have to guess what she's talking about. I can either go back outside and "notice" or I can make a relevant comment. This happens far to often in the workplace.
3. Don't Pretend to Know More than You Do: It's OK to make stuff up as you go along. Great leaders have done that for hundreds (if not thousands) of years. There's nothing in the guidebook that requires a leader to know everything. "I'm figuring this out as we go along, so I'm going to need your help..." will get everyone on the team working together to solve the problem. When leaders don't know, but treat the team like their stupid because they don't, it destroys morale, inhibits creativity and doesn't encourage everyone's best work. Besides, if you're making it up as you go along, the team can tell. Be honest about what you know and what you don't know and you will encourage honest and effective communication from the team.
4. Lay All Your Cards on the Table: I'm convinced that those closest to the work really do understand it the best. Transparency in communication gets everyone engaged in the project at hand. Holding back information that would help the team solve problems or better understand the objectives just doesn't make sense. National Security aside, when people understand the objective, they understand why they are doing what they're doing and they understand the value of their individual contribution to the effort, you'll get their best work.

Don't be afraid to learn from your mistakes—you will make them. I am fairly certain that the next time I try to renew my drivers license, it will be less painful than it was yesterday. The same can be true for the way your approach project communication with your team.

What do you do to ensure effective communication? Are there other things that should be on the list?

Michael Jordan once said, "Talent wins games, but teamwork and intelligence wins championships."

The individual effort of smart and talented people is critically important to success—but there are many highly-talented people on sports teams, within organizations and even project teams that never achieve great success because as important as their individual effort may be, an organization or a team is only as good as its weakest link.

Over the weekend I enjoyed most of Saturday on an incredibly scenic ride over what's called the Energy Loop (one of America's Scenic Byways). It was a beautiful ride and a great day spent in the saddle. When I got near the summit of the ride, I really liked the beautiful panorama of the mountain pass and stopped to take a photograph—but I couldn't fit it all into the frame. The photo above represents the seven images I took to capture the sweeping view.

I'd be the first to admit that it isn't fine art, but it reminds me of how beautiful the ride was and it makes me smile (which is success for a photograph, isn't it?).

The seven images meshed together to form the complete picture are much like the success that can be achieved when a team works well together. You can certainly see where one image is connected to the rest, it's not about making it look like it was the effort of only one, it's about combining the talents of everyone on the team to create a successful outcome.

I don't think there's anything wrong with recognizing individual accomplishment. In fact, I think it's a good thing—so long as it is in the context of building a stronger team. Like Michael Jordan, I think individual talent can contribute to short-term success, but long-term success depends on the team.

The young poet Mattie Stepanek said, "Unity is strength...when there is teamwork and collaboration, wonderful things can be achieved."

Over the years I've noticed that doing something for somebody else is a great way to recharge the batteries and find new motivation. Yesterday, my colleagues and I spent the day at Globus Relief sorting and preparing medical equipment destined for a relief effort in Central America. I don't know the details of the need but I do know that it felt very rewarding to be a part of something for the day that wasn't strictly profit motivated.

I'm sure when our management looks at the time away from work and the cost associated with nearly 150 people being away from the office, they might wonder why they made it possible for us all to take part. Although there is always more work to do than time to do it, I was happy to spend some time doing something good. And, just as I think it's important to individually devote some time to serving the community, I think it's important for corporations to do the same.

We were told that we were able to accomplish more in the relatively few hours we spent yesterday than would have otherwise taken place in a month. I must admit, hearing that was very satisfying.

I don't think it really matters if it's spending a few hours at the local homeless shelter or soup kitchen—or maybe even simply helping someone in need within your own neighborhood, It's important to think outside of ourselves once in a while.

If your team or company does regular community service (which many of you do), tell us about it. We'd love to share your ideas regarding ways to interact with the community.

I am an REI customer. I enjoy spending time in the outdoors and enjoy the gear REI sells to make spending time outdoors fun and more comfortable. When I go into the local store, if I have a gear question, I'll more than likely be helped by someone who has used the gear I'm asking about and can give me real-world guidance on whether or not any particular piece of equipment will fit my needs.

That's not the only reason I'm a loyal customer, willing to go out of my way to shop at the local REI.

REI gives back. They do work every year to maintain the trails I hike on and participate in a myriad of other community service initiatives—too many to list here. They take social responsibility seriously, which I appreciate. I don't think I'm alone.

The company I work for, AtTask, will spend the day tomorrow as an organization working with one of our local charities providing service. Instead of spending the day behind the computer, we'll spend the day trying to do some good in the world (outside of helping organizations be more productive, of course). The only folks in the office tomorrow will likely be those who offer technical and other support to our customers. I'm looking forward to spending the day tomorrow doing good with my collleagues. I don't think I'm alone there either.

I believe people fundamentally want to do good. At least that's my experience; and the consensus when I talk about this with my coworkers. I'm happy that our leadership sees the value in giving back—and making us a part of it.

Because of tomorrow's service activity, the blog will be on hiatus for the day. My colleagues and I will be busy doing other things. We'll be back on Friday.

I'm convinced we all have a fundamental desire to be a part of things that are bigger than ourselves. Activities like this give teams the opportunity to do good, give back and share our corporate good fortune with others.

I'll see you again on Friday.

There's not much more I would rather do these days than cruise the back-roads from the seat of my motorcycle. There's something about experiencing the adventure at a more tactile level than what you feel in the climate-controlled space created by an automobile. And, giving the throttle a little extra twist now and again shooting through the twisties is pretty darn fun.

Saturday, my wife and I spent the better part of the afternoon watching professional motorcycle races shoot around the track at somewhere around 200 miles per hour. The Miller Sports Park, a few miles outside of Salt Lake City, celebrates Memorial Day with some of the best motorcycle racing in the country (if not the world). The skill of these riders is pretty incredible—but the preparation that goes into a race like this is often what makes the difference between winning and maybe even finishing the race.

I think the same could be said for projects.

In light of yesterday's Memorial Day celebration, I thought this statement made by Dwight D. Eisenhower about preparation was appropriate: "In preparing for battle I have always found that plans are useless, but planning is indispensable."

Projects tend to be fluid and constantly changing things. To be honest, I can't think of the last time I was involved in a project in which the plan didn't change at some point—even if only a little. By their very nature, projects are unpredictable. If they weren't, we would treat them like business as usual. With that in mind, I don't think I'm quite ready to abandon the project plan, but I realize that the real value of the plan is the preparation and consideration that goes into building it.

The Chinese philosopher Confucius said, "Success depends upon previous preparation, and without such preparation there is sure to be failure."

I'm convinced this applies to motorcycle racing, a safe afternoon in the saddle of my own bike, military engagement and the projects we attack every day. I recently wrote about filtering inbound project requests through a work request queue and making decisions about risk mitigation; both of which are things to be considered when preparing for a project. What are you doing to be prepared?