Strategic Project Management

The former Prime Minister of England, Harold Wilson said, "He who rejects change is the architect of decay. The only human institution which rejects progress is the cemetery."

Although the economy is improving, it doesn’t appear that organizations are inclined to expect less from project teams or project managers. I don’t think there’s any question that the role of project managers is changing in most organizations, and the need to do more with limited resources will continue to be a priority.

Because of these economic realities, project leaders need to look at projects in the context of all work, along with adopting a more flexible (or agile with a small "a") approach to managing toward objectives. Rather than asking whether or not Agile, Waterfall, Six Sigma or any other methodology is best, we must determine which method is the "best" for any given project and ensure that we are working on the "right" projects in the first place.

I don’t think anyone would disagree that we need to look at the administrative burden associated with complex project plans and determine what can be eliminated and what must be maintained, so project leaders and project teams can focus on managing work to successful outcomes. If, as I’ve mentioned before, 20-55 percent of project requirements are really unnecessary, reducing or eliminating that burden on projects and project teams seems critical to me. Although there are projects where governance is mandated and important, I don’t believe that can be said of every project.

Our focus as project leaders must be on producing value (which may be different for every project). Nonetheless, projects are initiated in the first place because someone within the organization perceives that the outcome will produce some kind of value—whether or not it’s a cost saving project, an income-generating project, or some other anticipated value. What’s more, depending upon the project manager’s role within his or her organization, they may or may not have much input into this discussion now, but that does not mean that they shouldn’t have that input.

Regardless of your current role, the world is looking for project leaders who are willing to seize the opportunity to do more than simply follow a prescribed process, they are looking for people who actually lead project teams to consistently produce organizational value. The need for agile project leaders has never been more prevalent than it is now. It’s up to us to create that role in our organizations, if it doesn’t already exist. Project teams and project leaders in particular should be where organizations look for future leaders. After all, projects are where people are tried by decision-making and leadership fire.

To do this, we need to put aside our preconceived notions of project management methodology and become more agile (with the small "a"), or ultimately wind up in the figurative cemetery.

Please share what you’re doing to incorporate flexibility into your work management methodology.

Over the weekend the local Harley-Davidson dealer put on their first big group ride of the year. 800+ bikes made the trek from Salt Lake City down to the old mining town of Eureka, UT. The mines are all played out down there and the town is all but a ghost town these days, but it was a fun excuse to spend the day on the bike and hang out with my friends. It was particularly fun because my daughter wanted to go with me me.

I decided when I first started riding that a helmet would be part of the deal every time I got on the bike. Riding a motorcycle is inherently more dangerous than driving in a car, so I always wear a helmet and the other necessary safety equipment like a jacket, boots and gloves every time I ride. When my daughter decided that she wanted to go on this ride, I made sure there was a helmet that fit and the appropriate jacket for her to wear during the ride. Although I don't intend to crash, it just doesn't make sense to be unprepared.

Unfortunately, with 800 or so riders, there are a lot of less-experienced riders on the road—and although the accident was minor, one of them took a turn to fast (or at least wasn't able to make the turn safely) and left the road and wound up on her back in a farmers field. I heard later that she had a pretty nasty case of road rash, but was otherwise OK. She didn't have a jacket on or a helmet from what I could see. My daughter commented on her lack of safety gear and thanked me for making sure she was prepared in the event we had an accident. Fortunately, we had a fun and safe day in the saddle.

Not unlike riding a motorcycle, projects are a little riskier than most work. Planing for risk is an important part of making sure projects complete successfully. Even though there is an increased level of risk associated with riding the motorcycle, I don't intent to stop riding, but I do try the best I can to prepare for and mitigate the risk.

Here are a couple of suggestions that might keep your project from becoming a casualty:

1. Identify the risks associated with the project before it’s begun: All too often when projects are proposed, stakeholders are looking through rose-colored glasses. Although I think it’s important (maybe even vital in today’s economy) to look for projects that will provide potential value to the organization, ignoring the associated risks is very dangerous. If a project is presented for consideration and no risks are identified, that project sponsor should be introduced to a rather large river in Egypt.
2. Craft and follow a comprehensive mitigation plan: Although much of this work should be done before a project is approved, in the real world that doesn’t always happen. What’s more, it may be up to you to look at the identified risks and spend some brainpower on creating a reasonable mitigation plan. Considering a few "what if" scenarios is always a good idea. Engage the project sponsor in this process so that he or she feels a little skin in the game. Realize that you may need to do some education, as most project sponsors don’t really understand their role and will need a little guidance.
3. Don’t let risk paralyze you: Sometimes it’s easy to be so worried about risk that you never do anything creative. Avoid falling into the trap of doing what’s "safe" to keep out of trouble. "Safe" can usually be equated with low value, which doesn’t do any good for you or your project.

Let’s face it, project management is risky. There is always something that could go wrong. Facing the risk up front is always the best strategy—put on your helmet, gloves and riding jacket, then get on the road and enjoy the ride.

How do you plan for and mitigate project risk?

Living in Utah there are lots of opportunities to explore the past. Last weekend I spent some time tooling around southern Utah visiting ghost towns. A couple of years ago I stopped by another obscure corner of southeastern Utah to visit the ruins at Hovenweep—an ancient Pueblo or Anasazi settlement that was settle sometime between 8,000 to 6,000 B.C.E. and was inhabited until sometime in the 1300s.

Looking at what remains from these communities, I can't help but marvel at the structures that are still standing. Certainly they had primitive materials to work with, but I don't think you could call the workmanship of these folks primitive. They definitely understood the fundamentals of masonry construction.

I'm convinced that there are some fundamentals that apply to working with people and managing work that tend to result in more successful projects, here's the first three:

1. Make sure everyone understands what they're doing and why they're doing it: It might sound like a no-brainer that everyone should know what they're doing, but it's not uncommon for a lot of time to be wasted by people trying to figure out what to do next or what work is the priority. What's more, people tend to perform better when they understand the value of what they're doing. "Do it because I told you to" is not the best way to motivate people. Most of us want to work toward a goal that is bigger than ourselves. When we enable people with that vision, they are more likely to step up, be creative and perform at a higher level.
2. Make sure everyone is committed to see it through to the end: This doesn't mean a "damn the torpedoes, full speed ahead" attitude is appropriate. There are times when a struggling project should be put out of its misery before it wastes too much valuable time and resources. It's important that everyone is committed to see things through. If people are quick to give up in "crunch time" very little will ever get done. This often applies to stakeholders and sponsors who sometimes have short attention spans. Everyone involved in the project needs to have a commitment to see things through to the end.
3. Don't be afraid to empower individuals to make decisions for themselves: I don't think it matters what type of work you do, forcing people to ask, "Mother, may I" on every decision just isn't a good idea. If you have the right people on your project team, they should be allowed some autonomy to impact what they do and how they do it. If you can't trust your people to get the job done, maybe it's time to start looking for other people. The key is to identify a decision-making process—who has authority to make decisions and what type of decisions can they make?

Implementing the fundamentals will help your team contribute to sustainable initiatives that will stand the test of time. 2000 years from now, I doubt my home will still be standing like the dwellings at Hovenweep.

Do you have any fundamental skills you'd like to add to the list?

I spent the day yesterday in San Francisco. I like the bay area (but that’s another story).

On my flight from Salt Lake City I sat next to a former Navy submariner. I usually keep to myself when I fly, but he was a friendly guy who wanted to talk about the Navy, submarines and how there were many submarines that weren’t much bigger than the jet we were taking to San Francisco.

I knew submarines were small, but I hadn’t thought about it that way before.

He talked about how living at sea in cramped quarters for two or three months at a time forced the team to get close—real close. “You learn pretty quick who you can count on and who you can’t. Those you can’t count on, eventually wash out,” he said

He also told me that nobody gets assigned to work on a submarine, it’s volunteer duty in the Navy and about 60 percent of those who do volunteer don’t make it. “It’s a real badge of honor,” he said, “to pin those dolphins on your chest.”

He talked about how everyone on the sub is cross-trained and understands the ins and outs of how a submarine works in case there’s an emergency. “You might need to do someone else’s job—even if you’re the cook,” he said. Earning your certification is a big deal. In fact, some twenty or so years after his retirement, he and the men he served with still get together to hash out old times and celebrate the friendships they made at sea.

I realize that the dynamics of a submarine are a little different from the environment on a project team, but there were a couple of things he talked about that resonated with me:

1. Submariners are all volunteers: When people are doing the work they feel passionate about, they often volunteer. What’s more, we typically get their best work. Granted, team members aren’t always able to do the work they enjoy, but if we make it happen frequently team members will be more engaged in their work and perform at a higher level.
2. Submariners can count on each other: I don’t think it really matters what type of team it is, if team members can’t count on each other when it’s crunch time, the odds of project success are slim. I know I can count on the members of my team to put forward their best efforts every day. In fact, we expect everyone to bring their “A” game and if they don’t, they eventually wash out. It’s very rewarding to work with such talented people. It definitely makes me want to perform at my best.
3. Submariners are proud of what they do: I’m convinced that most people want to be a part of something bigger than themselves. They want to be a part of something they can be proud of. When project leaders make the vision of the work visible to team members, it gives them the opportunity to “buy in” to what they’re asked to do and take ownership of their role in the bigger picture. This is the way to really engage people and create an atmosphere of pride in the work.

Do the members of your project teams share some of the same characteristics of submariners? What are you doing to encourage that type of environment among the people you work with on projects and other work?

More than likely.

According to a web survey conducted last year by Right Management, only a third of American workers say they take a lunch break. The survey suggested that 65 percent of workers eat at their desks and don't take a break at all. I imagine that there are a lot of project teams buried in those statistics.

CareerBuilder found that less than one-fifth of executives surveyed eat lunch at a sit-down restaurant anymore. Their survey suggests that 40 percent are brown-bagging it and 17 percent are eating fast food.

It probably doesn't come as a shock to anyone that the volume of work and fewer resources have really made a difference in how, or even if, workers take a lunch break or not.

USAToday/Money suggests, "Today's fast-paced work environment and sluggish economy have left many employees with more work and less time to do it, making the once-cherished midday lunch break a disappearing option."

I don't think there's any question that stepping away from the desk for a lunch break is important to foster a productive and creative work environment. Larry Muhammed for The (Louisville, KY) Courier Journal writes, "Experts say taking an uninterrupted meal break is healthy, increases job efficiency and improves morale, benefiting both employees and their companies."

Lyle Sussman, a University of Louisville professor suggests that research on creativity and productivity "...shows a lot of good stuff comes about when employees get away from their work and their desks, and smart managers and smart companies find a way to make that happen."

Part of a project leader's role is to foster an environment where people can perform at their best—sometimes that might mean making sure the team steps away from the desk from time to time to eat lunch or otherwise take a break.

What are you doing to keep everyone productive and engaged?