Voices on Project Management

Leaders of Chevron's El Segundo Refinery Coke Drum Reliability Project accept the Project of the Year award on 10 October 2015.

By Cyndee Miller

No team is going to get very far without a mission — and it better be good enough (and clear enough) to convince people it’s worth the effort. There are way too many times when I feel like I’ve nailed it. And then all I get is blank stares. So I’ve got to give credit to Chevron, this year’s Project of the Year winner.

The company knew it had to safely replace six huge coke drums at its refinery in El Segundo, California, USA. And it knew that would take a lot of hard work from everyone on the team. So it made sure that message got through  — loud and clear.

“Early in our project scoping phase, we set a very powerful vision for our project,” said Chevron’s Greg Roos, PMP, while accepting the honor at PMI’s Professional Awards Gala in Orlando, Florida, USA. “The key line was at the very end, and we met with every project team member personally on this: ‘Be a difference maker.’ This really resonated with the team … from leaders to craft workers.”

The solutions rolled in right from the start as the team plotted how to get the six new 96-foot (29-meter) tall coke drums to the refinery. Instead of transporting them from the Port of Los Angeles through one of the world’s most congested cities, the team got creative.

By partnering with a local marina, the team cut the travel route. And then, by working with community stakeholders, it managed to turn the road closures necessary to transport the drums into parade-like events. Once they arrived at the refinery, the team used massive cranes to install the drums — with Chevron again making it abundantly clear that safety came first. The team rallied and completed the project four months ahead of schedule and US$7 million under budget. (Get a look inside the project with this video and the cover story of next month’s PM Network^®.)

The truly amazing thing is that Chevron wasn’t alone in executing on a bold project vision. The other two finalists had some pretty fantastic results, too:

Oregon Transportation Investment Act III State Bridge Delivery Program, Salem, Oregon, USA: The Oregon Department of Transportation worked with a joint venture of Fluor Corp. and HDR Engineering Inc.  to deliver the U.S. state’s largest infrastructure investment in 50 years: a 10-year, US$1.3 billion initiative to repair and replace 365 bridges.

In the first public-private partnership of its kind in the state, the team bundled certain bridge projects into sub-programs and then secured buy-in through customized communications to targeted stakeholder groups. The end result? The program closed US$45 million under budget — and Oregon state officials look to it as a new blueprint for infrastructure project delivery. Check out a video on the project.

River Corridor Base Scope Project, Richland, Washington, USA: Washington Closure Hanford LLC — a joint venture of AECOM, Bechtel and CH2M — tackled a major cleanup of 220 square miles (570 square kilometers) of a former nuclear production site. Sponsored by the U.S. Department of Energy (DOE), the 9-year US$2 billion project included disarming two nuclear reactors and remediating 9 million tons of toxic waste.

With regulators, local residents and Native American tribes watching closely, the team delivered the project two years ahead of schedule and US$227 million under budget. And it did it while maintaining the best safety record of any DOE deactivation and decommissioning closure project. (Watch a video about the project here.)

For more on these projects, look for in-depth feature stories in upcoming issues of PM Network^® .

By Jen Skrabak, PMP, PfMP

I am amazed that so many projects and programs (and by extension, portfolios) are still so challenged. Forty-four percent of projects are unsuccessful, and we waste $109 million for each $1 billion in project expenditures, according to the 2015 edition of PMI’s Pulse of the Profession.

One solution that the report identifies is mature portfolio management processes. With that in mind, I’ve come up with a list of five things that unsuccessful portfolio managers do—and what they should focus on doing instead.

1.  Worry about things they can’t change.

Unsuccessful portfolio managers worry about the past or dwell on problems outside their immediate influence. Successful portfolio managers learn from the past and move on. Sometimes, failures turn into lessons that create the foundation for future growth and opportunity.

Portfolio managers should stay focused on what can we influence, negotiate and communicate, as well as what we can start, stop and sustain. Every month or quarter, assess the processes, programs and projects in your span of control. Decide which to start, stop and sustain, and develop action plans around those decisions (including dates, resources required and collaborators).

2.  Give up when things get too hard.

It may be easy to throw in the towel when conditions become challenging. But the hallmark of a good portfolio manager is the ability to find solutions.

Sometimes, our immediate reaction to a proposal is to think the timeframes or goals are not possible. However, when we get the team together to focus on what can be done, we come up with creative solutions. It’s necessary to gather the facts and do the analysis instead of jumping to conclusions.

3.  Set unattainable goals.

There’s a difference between a stretch goal and an impossible one. Sometimes, projects or programs don’t start off as unattainable (see #2 above) or undoable, but they become so.

Although we may be good at starting projects or programs, there’s not enough emphasis on stopping them. The environment (internal or external) may have changed, key resources may no longer be available, organizational priorities may have shifted, or the business buy-in might take too long. Rather than calling attention to the situation and recommending a “no go,” unsuccessful portfolio managers tend to press on with blinders. This wastes time and resources.

Once I was managing a $500 million portfolio of international expansion programs and projects. The portfolio sponsor told me, “I want to know if we’re falling off the cliff.” Although we hope our programs or projects never get to that point, his words did clearly specify the role I was supposed to play.

4.  Stay in your comfort zone.

It’s easy to create a portfolio in which the potential for risk and failure is low. But that means we may be missing out on opportunities for innovation or great returns. Advocating change in your portfolio requires taking calculated risks that you can learn from or will pay off in the longer term. The successful portfolio manager will advocate taking good risks (aka opportunities) instead of blindly going forward with bad risks.

Taking advantage of opportunities is the key to transformation and reinvention. It’s essential to any organization that wants to survive long-term. For example, who could’ve predicted just a few years ago that Amazon, Netflix and even YouTube would become rivals to TV and movie studios in providing original entertainment? This required calculated risk taking.

5.  Forget about balance.

Balance is important, whether it’s balancing your portfolio or balancing your work and your life. If you’re not performing your best because you’re not taking care of yourself, it’s going to affect your portfolio. Especially with technology blending our work and personal time, it’s sometimes hard to think about balance. One survey showed that we’re checking our phones up to 150 times per day. But remember the basics: eat well, exercise, take time to de-stress, and set aside time for yourself, family and friends. 

What do you notice unsuccessful portfolio managers do, and what would you recommend instead? Please share your thoughts in the comments.

Every project manager has his or her own way of managing projects. Most focus on the project’s needs and manage the team accordingly. But I focus on the team itself to ensure the success of the project.

The reason is simple: A happy team is a productive team. That’s fairly obvious. The point I want to underscore is that project managers have more control over team members’ happiness than one might think. Here are some tips to keep in mind as you work to make your teams motivated and effective.

Team members need to work together well to produce the best work. Good work relationships can result from people who’ve been working together for a long time or from personalities that match. Either way, if you have the luxury of building the team yourself, try matching people accordingly.

If team members are frustrated with one another, it’s your job to step in before it begins to harm the project. Solutions can include conflict resolution or helping the team members discuss issues by acting as a moderator.

Another step toward achieving a happy team is to prevent roadblocks that might slow them down. For example, make sure the project’s documentation is clear to the team. Sometimes what is obvious to you is not necessarily obvious to others. Unclear information can waste time, prevent work from being done or mislead people, causing the need to redo work.

It might also be that team members cannot find the information they need. Make sure to take the extra step to remind them where specific information is when you know they will need it. If you send what they need even before they ask, they keep their momentum rather than stalling while waiting for answers.

Outside sources that frustrate your team can be a little tricky, since these are out of your control. However, there are steps you can take to try to mitigate this: clear and constant communication with third parties, a mitigation plan in case they provide something different from what was expected, and managing the team’s expectations around these third parties.

In the end, managing your projects with a team-first focus isn’t all that different from typical project management. If you always remember that an unhappy team is an unproductive team, it won’t be hard make this approach second nature.

How do you make sure your team is happy?

By Lynda Bourne

Organizational agility is being promoted as the silver bullet to create value and eliminate project failures. However, decades of research show that factors like methodologies and standard operating procedures (SOPs) are essential underpinnings of consistent success.

Are these mutually exclusive propositions? Or is there a more subtle answer to this apparent contradiction?

First a bit of background: There’s decades of research looking at various maturity models, ranging from the old CMM (now CMMI) to PMI’s OPM3. The consistent findings are that investing in creating organizational maturity demonstrates a strong return on investment. Developing and using a pragmatic methodology suited to the needs of the organization reduces failure, increases value generation, and outcomes become more consistent and predictable. These findings are supported with studies in the quality arena, including Six Sigma, which consistently show that good SOPs reduce undesirable variability and enhance quality.

But given that every methodology consists of a series of SOPs, where’s the room for agile? In fact, you can get the best of both worlds by embedding organizational agility into your procedures, methodologies and management.  

Solid Standard Operating Procedures

Getting your standard operating procedures right is a good starting point. SOPs should define and assist project teams in the performance of standard processes. SOPs also should provide templates, guidelines and other elements that make doing the task easier and quicker.

Key success factors for SOPs are:

• Team members need to know there is a SOP and when to apply it
• SOPs need to be easy to locate
• The SOP must be in the right format and meaningful
• The information must be accurate and up-to-date
• The SOP must reflect current work practices: the what, how and why
• The SOP must be lean, light and scalable so it can be used in different circumstances
• The SOP must demonstrate a clear purpose and benefit (saving time, quality, safety, etc.)
• Leaders must be seen using the SOP
• SOPs must be consistent across the organization
• Team members must have the opportunity to improve the SOP, embedding lessons learned and agility in the process

The enemy of useful SOPs is a dictatorial unit focused on imposing its view of how work should be performed in a bureaucratic and dogmatic way.

Flexible Methodologies

Methodologies combine various SOPs and other requirements into a framework focused on achieving project success. A good methodology must also be lean, light and scalable so it is fit for use in different circumstances. Every project undertaken by an organization is by definition unique, therefore the methodology used by the organization must allow appropriate flexibility—one size does not fit all, ever! 

The PMBOK® Guide describes it this way: “Good practice does not mean that the knowledge described should always be applied uniformly to all projects; the organization and/or the project management team is responsible for determining what is appropriate for any given project.” A good methodology incorporates agility by including processes for scaling and adjusting the methodology to fit each project.

Management Agility

The final element in blending agility with sensible processes is an agile approach to management. But agile doesn’t mean anarchy. It means the flexible application of the right processes to achieve success.

The so-called military doctrine of command and control is outdated. The rigid, process-oriented concept was replaced by the idea of “auftragstaktik,” or directive command, in the Prussian army following its defeat by Napoleon at the battles of Jena and Auerstedt in 1806.

The core concept of auftragstaktik is “bounded initiative.” Provided people within the organization have proper training and the organizational culture is strong, the leader’s role is to clearly outline his/her intentions and rationale. Subordinate personnel can then formulate their own plan of action for the tasks they are allocated and design appropriate responses to achieve the leader’s objectives based on their understanding of the actual situation.

But the process is not random. SOPs define how each specific task should be accomplished, and bounded initiative allows team members to optimize the SOP for the specific circumstances to best support the leader’s overall intent.

Helmuth von Moltke, chief of staff of the Prussian army for 30 years, believed in detailed planning and rigorous preparation. But he also accepted that change was inevitable, famously saying, “No plan of operations extends with any certainty beyond the first contact with the main hostile force.”

Projects are no different! Both the methodology and the project management plan need to encourage bounded agility to lock in opportunities and mitigate problems. Effective military leaders were doing this more than 150 years before the Agile Manifesto was published. It’s time for project management to catch up!

How much bounded initiative does your methodology allow?

The PMBOK 5^th Edition Hindi Translation Team Gets Recognition

This piece continues my previous blog posts, “The Techniques That Don't Resolve Conflict” and “The Only Technique That Resolves Conflicts,” which looked at why no technique other than collaborate/problem-solve truly resolves a conflict.

Researcher Bruce Tuckman suggested that a project team generally goes through the forming, storming, norming and performing stages. In this post, I will discuss a team that skipped the storming stage—or, rather, they managed their conflicts so well that they spent most of their time in the performing stage. Fortunately, I was part of the team.

The Project

PMI India took up the task to provide the PMBOK Guide—Fifth Edition in Hindi to promote project management in Hindi-speaking regions. The project initiated in February 2013 and aimed to finish by August 2013 so the new Hindi version could launch at the PMI National Conference in Delhi in September 2013. We had only six months, and the team was yet to be recruited. We had to onboard a translator and form a Translation Verification Committee (TVC) of subject matter experts who were native Hindi speakers with sound knowledge of the PMBOK Guide—Fifth Edition.    

The cover of the PMBOK 5^th Edition Hindi version.

The Team

PMI India already had some volunteers for the TVC. We selected a few names and started interviewing. We also tried to persuade people who were part of the TVC for the Fourth Edition to participate. We intended to select eight people for the TVC, but we settled for seven.  

Challenges

1. The challenges were many, and the short timeframe was the first. We had to complete the project by 31 August.
2. The translation had to be simple, easy to read and use the language of common people.
3. Another big challenge was to find the equivalent word in Hindi. It is very common to find many Hindi equivalents for one English word, but none of them exactly matches the meaning. So you have as many opinions as people on the team. This was the most time-consuming challenge. If not addressed appropriately, it could cause serious delays.
4. Committee members came from four different cities and could not meet frequently. All had full-time jobs and would verify the translation after work.
5. One translator was the only team member hired professionally. His pace set the pace of the whole team.

Facing and Overcoming the Challenges

After finalizing the team, the kickoff meeting happened on 31 March, 2013. So we had only five months to complete the job. We met the first time to understand each other and set the agenda. We prepared a schedule with our best estimates. It turned out those estimates had us completing the project in October! That was not acceptable, but we decided to start work on the first three chapters and revisit the schedule later. We decided on one face-to-face meeting per month on a weekend and to connect via a conference call in between.

In the first call, we could see what we feared most. There was a lot of discussion to select the right word and sentences, and we couldn’t make much progress.

At the second meeting, the target was to finalize Chapter 1 on the first day, but again there was a lot of discussion about choosing the right word, and we could not complete the chapter. It was a matter of concern now.

We decided to set ground rules:

1. Based on the skills demonstrated so far, we made two people the final word on Hindi and two others the final word on the PMBOK Guide. In the case of long debates about these two issues, the group would accept what these people decided.
2. If we could not conclude a word debate in a specified time, we would have an online vote, with everyone voting within three days. The word that had the most votes would be selected with no further discussion.
3. To maintain quality, we decided on two levels of review. Every team member would do a first-level of review and pass it on to a specified person for the second level of review.
4. As the project was taking longer than expected, we decided to appoint one of the TVC members to help the translator fast-track the work.

At the third meeting, we lost one of the team members. Before the fourth meeting, another was transferred out of the country, reducing his availability significantly. Now the only way to complete the project before 31 August was to take less time in review. The only way to do that without losing quality was to keep our conflicts in control. Forming the above rules turned out to be the most critical factor. Obeying these rules reduced unnecessary discussion and considerably improved the pace. We completed all the activities by 27 August, leaving two weeks for printing and publishing.

Conclusion

Working on this project, I closely observed how a team can manage its conflicts and focus on delivering the work. The following five factors were most critical:

1. Form ground rules based on the project’s objectives
2. Identify skills in the team and assign responsibilities accordingly.
3. Build a decision-making tool with consensus
4. Build a process that can deliver quality
5. Follow the rules with discipline

Do you have a similar experience or opposite to it? Please share your view.