Guessing is not a strategy: How to build decision velocity with AI and real-time data
June 10, 2026 | Live Webinar
Nontraditional Ways to Get Feedback for Lessons Learned
Categories:
Lessons Learned
Categories: Lessons Learned
| When capturing lessons learned, feedback can come from anywhere. Don't dismiss comments because of how you receive them. Consider that you may want to receive feedback from the quality assurance manager who's always on the run. Talking on a mobile phone while he or she is driving from site to site may be illegal, though. Or consider the database administrator who transitioned off your project in phase one, who no longer has security access to the project, and is now busy on her next project. So how do you get their feedback? It isn't easy to reach out and receive the lessons your stakeholders may want or need to share toward improving the next project. These two unconventional communication methods can be used to help in lessons learned:
How do you identify stakeholders on your projects and get feedback for lessons learned? |
Use Military Ideas to Get Buy-in From Your Project Team
Categories:
Project Planning
Categories: Project Planning
| Carl Phillip Gottfried von Clausewitz, (1780-1831) a Prussian soldier and German military theorist, wrote: "War is the realm of uncertainty; three quarters of the factors on which action in war is based are wrapped in a fog of greater or lesser uncertainty ... The commander must work in a medium which his eyes cannot see; which his best deductive powers cannot always fathom; and with which, because of constant changes, he can rarely become familiar." Projects aren't much different. Military leaders and project managers both need the active support of their teams to be successful. But support involves more than just following orders. Active supporters work with you to achieve success in difficult circumstances. Here are a few theories I've adapted from the military that may help project managers running a large project: The right of one objection This doctrine says that regardless of the rank of the person giving the command, if you have information that shows the command may be wrong, you are obliged to share that information with the issuer. Once the objection has been properly considered, the objector is expected to comply with the final decision. Unfortunately, many project team members tend to keep information to themselves rather than risk getting in trouble with authority. To reduce the concern, adopt a policy guaranteeing no sanctions against a team member who raises the one objection. More importantly, information withholders become liable to an equal share of the consequences if they have kept quiet. Decentralize execution planning to the lowest possible management level. This way, those who must execute the work have the freedom to develop their own plans. At each level of management, the plan should dictate a subordinate's actions only to the minimum degree necessary. Ideally, rather than dictating a subordinate's actions, a good project plan should create opportunities for the subordinate to act with initiative. Effective planning should facilitate shaping the conditions of the situation to our advantage while preserving freedom to adapt quickly to changes in the project's circumstances. Planning should be participatory and evolutionary. The main benefit of planning is engaging in the process -- the planning matters more than the plan. We should view any project plan as merely a common starting point from which to adapt as required -- and not as a script that must be followed. Plan far enough into the future to maintain the initiative and prepare adequately for upcoming phases, but not so far that plans will have little in common with actual developments. Adapt these ideas to the circumstances of your project, and they should help you make your internal stakeholder management more effective and your projects more successful. |
Are you a Technologically Reliant Project Manager?
| In the professional world where technology is omnipresent, we as project and program managers are used to tying our personal and professional lives to technology and gadgets like smart phones, tablets, GPS, etc. As a result, some organizations are trying a "day without email" on Fridays and/or weekends to encourage more face-to-face and phone contact with customers and colleagues. How do you think this would be received by a multigenerational project team? For baby boomer and silent generation team members, face-to-face may be a preferred communication method. But for members of Gen Y, not communicating by email may make them feel like a fish out of water because of their preference for virtual communication. As the "day without email" idea progresses gradually, employees in these organizations are probably realizing that business functions are about human relationships. This is an opportunity to foster a coaching environment in which Gen X and Gen Y will be able to hone their interpersonal skills supported by senior project team members. For those project team members who use technology frequently, discuss alternatives that will reduce the dependency of email in their daily activities. How much do you depend on technology for your daily activities? How would your project team survive the "day without email" policy? Would you enjoy having a day free of email? |
An Organization's Intangible Process Assets
Categories:
Program Management
Categories: Program Management
| On the shores of the Sun Moon Lake in Taiwan stands The Wen-Wan Resort, a luxury hotel. It looks like like an ocean liner and is built extensively of glass. The resort is licensed as a 'build-operate-transfer' (BOT) project. That means that after a lease of 30 years, the site reverts back to state ownership, regardless if the operators break even or make a profit. The construction of the Wen-Wan Resort took four years to complete, and was finalized in September 2003. Total construction cost of the 92-room resort amounted to US$67 million. Rooms cost between US$1,000 and US$10,000 per night. Internal ROI will likely be met after about 18 to 20 years, which means that in 2023, the resort's operators could start to make a profit. Program and project managers tend to focus on these quantifiable and measurable objectives. But it can be hard for them to grasp intangible or abstract ideas. Yet it is the intangible that usually informs the core values of any successful company. The intangible part is what we tend to ignore: the organizational cultures and styles. In A Guide to the Project Management Body of Knowledge (PMBOK® Guide) -- Fourth Edition, an organization's shared vision, values, norms, beliefs and expectation is called "organizational cultures and styles." The PMBOK® Guide also says an organization's direction or objectives are usually defined by its enterprise environmental factors. Take The Wen-Wan Resort, for example. The resort's sponsor and president, Wen-Wan Tang, has a unique background that led him to found and operate the resort in a way that gives pleasure to guests and gives back to society. Mr. Tang owns more than 20 organizations. He used the profits from these businesses to fund the construction and development of The Wen-Wan Resort. He believes that if you're successful, you should help improve the society that allows you to enjoy to such success. Mr. Tang sees the resort as a way to help develop the local economy. It not only creates jobs in constructing the resort but also in staffing the resort. Plus, the resort's visitors support local companies and businesses. In this way, Mr. Tang has shown "organizational cultures and styles" by helping to develop the local economy. What are your organizational cultures and styles? Editor's note: Photo courtesy of The Wen-Wen Resort. |
Project Professionals: Don't Let a Little Tiger Get in Your Way
Categories:
PMI Global Congress 2012 - EMEA
Categories: PMI Global Congress 2012 - EMEA
| If anyone could get a room full of project and program managers mimicking a jockey on a horse, it's Jim Lawless. The closing speaker at the PMI® Global Congress 2012 -- EMEA in Marseille, France, Mr. Lawless holds the United Kingdom's underwater deep-dive record and once became a licensed jockey to win a £1 bet. So when he outlined his 10 rules for taming the tiger within -- the voice inside that makes people afraid to take action -- the audience listened. Mr. Lawless reminded the group that each person writes his or her own life story. "In the end, you're not going to ask 'Did I have a good story,' but 'Did I write it? Or did the tiger dictate it for me?'" he said. A project or program manager might have a game-changing idea, for example, but is too afraid to take it to the CEO. The result is regret -- because the person let the tiger write the story. Mr. Lawless' 10 rules for taming the tiger are:
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