Acknowledging Young Team Members
Categories:
Teams
Categories: Teams
| Here's another interesting question I received from a student in the University of Maryland's e-Business and Project Management Program conflicts resolution course: I enjoyed the book and I, too, am convinced that recognizing someone for a job well done makes them feel appreciated for their efforts. There is another side to this coin, however, that I think needs to be addressed. The generation currently entering the workforce expects to be praised for everything they do. Being raised in an era when everyone is a winner so as not to hurt their feelings and where everyone gets an award just for participating, they come into the workplace thinking that any accomplishment no matter how small should somehow be recognized. What would you do in a situation like this so as to keep them engaged yet not play into their feelings that they are somehow entitled to praise? John We keep hearing that young people have been so over-validated and acknowledged for the most meager of contributions that they now expect it wherever they go. The generation gap is well established in the United States, but I checked with some colleagues in Europe and Asia who report the same issues there. Younger workers seem to be getting a bad rap simply for being different from their older colleagues--and that's not entirely fair. Elizabeth Kearney, Ph.D. says in the article "It Takes Six Steps to Build a Cross Generational Team," these younger people have been encouraged to: 1. Step out and discover new ways to do things 2. Move quickly 3. Feel free to ask questions and expect them to be answered 4. Believe in themselves and their ideas 5. Use a team approach to solving problems 6. Readily share their views 7. Expect praise for their actions, which means that they may well react negatively when told "no." 8. Expect help when it is needed--coaching, support and/or encouragement These are not bad qualities. They are excellent, action-oriented, results-producing characteristics if properly utilized and appreciated by project leaders and key stakeholders. We want to validate these people for the ways they help us meet our project goals, stay within our timelines and meet our budgets. But the way we deliver this form of praise needs to be quick, specific, clear, yet heartfelt. If they expect praise for their actions, give it to them--but only when it is deserved. |
Visualize Your Success
Categories:
Career Development
Categories: Career Development
| Many years ago, I recall being in an interview where the recruiter asked me if I knew what visualization was. I didn't. She explained to me that it's all about forming a mental picture of something you want to achieve as if you've already achieved it. For instance, imagine a standing ovation for excellent project performance or a big increase in pay or a promotion. It makes the future seem clearer and it tells your brain that you can do it, you can achieve it--because you've seen yourself do it successfully before. So how does it work? Simply do the following: 1. Choose an object and really focus on it. Then close your eyes and in your mind, tell yourself what you just saw--the colors, shapes, details. Open your eyes and confirm. 2. Close your eyes again and see yourself performing activities tomorrow, simply replaying in your mind what you know you will be doing tomorrow. 3. Identify one thing that you want to achieve. Let's say you have a meeting to present a project status report to the stakeholder community and you want to ace it. Close your eyes and visualize yourself standing in front of all the people attending your meeting, confident of the material and how you presented it. See yourself reporting with confidence, referring to documentation on slides or handouts, seeing everyone around understanding what you are presenting and being pleased with your results. 4. Do that a few times until you know exactly what you need to do to obtain that success. I would go as far as spending 20-30 minutes a day to do this exercise. Your mind will become conditioned to visualize the future the way you want to see it and, sometimes intuitively, that will lead you toward the envisioned success. So my question is: What do you want to achieve now? |
A True Rival to EVM?
| Glen B. Alleman was kind enough to respond to one of my recent posts, taking exception to my assertion that a simple, calculated estimate at completion (EAC) is probably the most powerful underused tool at the project manager's disposal. He laid out a scenario where a varied time-phased budget (Budgeted Cost of Work Scheduled, or BCWS) would introduce a sufficient level of error into the calculated EAC so as to significantly reduce its effectiveness. I must disagree, if, for no other reason, than the time-phased budget isn't part of the calculation. As I discussed in that earlier post, the classic cost performance index divided into the budget at completion formula can be algebraically simplified to dividing cumulative actuals by the estimated percent complete. With those two data points, remarkably accurate management information can be gleaned and used to avoid project catastrophe. To support my argument, I would like to ask: What other options are out there? What other methods can rival the simple earned value management (EVM) version? After suffering through semesters and semesters of accounting, and semesters and semesters of finance, I can say with a fair degree of certainty that there's nothing in the accountant's toolbox that can even come close to the accuracy of the simple EVM method. As counter-intuitive as this may sound, the person who has been through a 40-hour EVM class is in a far superior position to relay accurate at-completion project costs than is the accountant, who, of course, needed years and years of post-secondary education. I intend to speak on this at the EVM World 2009 conference being put on by the PMI College of Performance Management this week. If you're in attendance, look me up. Otherwise, leave a comment. I'll see it, I promise. |
Learning From Agile
Categories:
Agile
Categories: Agile
| The Agile community has some good ideas to pass down to conventional project managers, including: Customer Engagement While it may not be possible to iterate the building of a piece of machinery, engaging and explaining to the customer in their language--no jargon--what's happening will highlight issues early. If the customer doesn't like something, the sooner you know, the better. One of the key tenets of Agile is to engage effectively with your customer and end-users, understand their needs and problems, and then deliver an effective solution. This requires regular and effective communication, openness and accountability, and a good measure of trust to support robust relationships between the project team and their key stakeholders. It's a pity so many project managers put their energies into fighting the client rather than collaborating. Going Light and Lean Those are hardly new ideas, but they've been embraced by the Agile philosophy for a good reason: They work. Lean was developed by Toyota as a manufacturing philosophy and has been adapted to many other areas. Some of its key principles--such as minimizing unnecessary movement, simplifying process and continuous improvement--have huge potential in project management. Light is focused on the minimizing unnecessary overhead. Complex plans and processes should be simplified, but only to remove excess complication, not to remove core requirements. Slimming down the project management overhead to its optimal level is probably the easiest way to free up the resources needed to engage your stakeholders more effectively and is definitely supported by the A Guide to the Project Management Body of Knowledge (PMBOK® Guide). For more information, see Light Versus Lean -- Steps to Improve Project Efficiency from PMI's Community Post. |
Proving PMO Value: Think Thin
Categories:
PMO
Categories: PMO
| Amidst all the talk about the value of project management offices (PMOs), maybe organizations should be looking at size. "PMOs do not have to be big", says Ardi Ghorashy, PMP, PgMP, a partner with 80/20 Consulting Inc., Markham, Ontario, Canada, told me in a recent interview. "The biggest mistake I think that companies make is that they create a monster organization with a lot of overhead and they also bring all the project managers to report into a PMO. That creates a big lump sum of cost sink that becomes very visible at the executive level every year when you review your finances. Then the question will always get asked, 'What's the return value on this investment.' And project management has traditionally been very difficult and notorious at quantifying its ROI. ... By its nature, a PMO has such an encompassing impact on the organization that it affects a lot of things. You can't really measure it very easily. .... These days we say PMOs need to be implemented extremely thinly. [Thin] PMOs will demonstrate the value very, very easily." What do you think? Are "thin" PMOs the way to go? |
