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From Project Manager to Change Agent
Categories:
Change Management
Categories: Change Management
| Employees who adapt quickly are an organization's change agents. Project managers have the potential to be great change agents — and in that role, enact change at the project team level. But that requires helping an individual accept change in the first place. To do so, I often start by looking at U.S. business consultant Charles Rogel's method, the SARA model. It describes how individuals react to change:
I have had to employ the SARA model many times, for major changes — from outsourcing to mergers and acquisitions — that have led to organizational changes and restructuring for my teams and me. As a leader, empathetic to my team's uncertain future, I have used SARA to help me guide them toward visualizing an end state that they can accept, even if it requires more time and effort than I had originally scoped for it. I have even provided placement assistance to help some individuals find their next role outside of my team. In the end, you just have to remember: You cannot force people through the process. But learning to guide them through it helps you improve your leadership ability by aligning teams and stakeholders to a common vision. What model do you use to help guide your project team toward acceptance of change? For more on change management, visit PMI's change management portal. |
The Other Lessons Learned
Categories:
Lessons Learned
Categories: Lessons Learned
| At a project's end, I sometimes have to tackle non-project lessons learned — those issues or takeaways that arise beyond what went right and wrong on the project. Here's how I've implemented some I have faced: Team adjournment. Team members must now move on to other teams and projects. To mitigate the sense of loss, arrange an end-of-project reward, such as a social gathering. And if emails, instant messaging, and social media — such as a company Facebook page — were arranged for project communications, encourage new discussions via these channels to foster continued friendships. Changes to the organization's processes. Lessons learned should provide direction on the processes that benefit the organization the most if adopted right away. Once those are identified, speak to sponsors or executives and request that a task force be appointed to evaluate these processes further. The task force should consist of key stakeholders who can make changes to processes. For example, I organized a task force to review our quality control processes on a recent production project. During the project, our quality manager only reviewed product consistency and workmanship in the testing phase. The task force, however, determined the quality manager should be involved earlier and review elements during the design phase. This ensured design elements were consistent with other products released to market and cut down on time spent on the testing phase. For your projects, if you determine your organization can benefit from the process changes identified during a lessons learned, embed change management principles in project plans to lay the groundwork for employee buy-in. This lessens the impact of new processes for the employee — and the organization. Finally, the changes may require new training, which you should champion. Without it, you'll have new processes, but no team members capable of following them. Revenue breakthroughs, good or bad. Even when your project is facing cancellation, you can help drive discussion around its closing. Prepare reports that show in-depth understanding of the issues. After all, many of the projects that get cancelled may just need portfolio realignment. On the other hand, if your project was successful, there is a new bottom line to celebrate. So if appropriate, publish your accomplishment in the form of best practices with organizations such as PMI. You can also prepare training sessions and webinars or publish articles about the organization's steps toward success. Do you look beyond the project's lessons learned for other challenges and opportunities? |
Culture Shocked Into Action
| During my project management career, I have experienced many culture shocks. But the one that changed my life happened when I joined a global corporation in Mexico in the mid-1980s. I was a recent graduate and had just finished my internship with this organization when I got a job offer. During immersion training, all the new hires visited the boardroom, lined with awards and honors that the Mexican branch had won in the past. Most impressive was the mahogany table, where many major deals went down. It was cared for like a museum piece. After several months, I adjusted to the corporate world with the help of a great manager and mentor. Soon enough, prep work started for the quarterly review meeting, when executives visited our office from the company's U.S. headquarters. To my surprise, my manager included me in the prep team, which meant I would be a presenter. When the big day came, I arrived at the boardroom a few minutes beforehand to ensure everything was in order for my first presentation to senior executives. There, I found one of the visiting top executives -- with both feet up on the mahogany table. When the meeting began, we commenced introductions. The visiting executives threw their business cards across the table as a casino croupier would, while my Mexican colleagues and I handed our business cards to them. The meeting progressed, and when the time came for one of the visiting executives to present, he tossed a copy of a handout not only to me, but also to the general manager of the Mexican branch. I was in total shock. I wondered, how could this be happening? They were high-level executives, and their lack of good manners -- by my standards -- took me by surprise. I also felt frustrated. This was not interaction I had hoped for with headquarter executives. It took me some time to digest the experience. But by the next quarterly review, I was ready to take action. I tossed my business card at each of the U.S. executives during the introductions. Before my presentation, I slid handouts across the table at them but handed them to my Mexican colleagues. My actions raised a few eyebrows among the latter. By the end of the meeting, the executive I saw with his feet up on the table months prior asked me to stay in the room. I expected to be reprimanded, or even fired. But he said: "Thanks, Conrado. Your actions during the meeting made me realize that business behaviors need to be adjusted according to location. What may be okay in my country may not be okay in yours. You taught me a great lesson. Employees like you make this a great company." That was the "wow" moment that had an impact on the rest of my professional life. I'm not recommending such drastic actions, but I felt strongly enough about my experience to take the risk. The moral of my story: Culture shock does not have to be a negative or incapacitating. I used my experience as a source of motivation, introspection and change. It led me to a lifetime of researching organizational and national cultures and sharing my experiences of working with multicultural and multigenerational teams. As a project manager, how have you recovered from culture shock and turned it an opportunity for professional growth? Share your thoughts below along with your Twitter handle, and Voices on Project Management will publish the best response as a blog post. |
Essentials of Successful Project Schedule Planning: Part II
Categories:
Project Planning
Categories: Project Planning
| In my previous post on project schedule planning, I referred to a five-step approach to setting up a schedule planning framework. In this post, I offer seven tips on creating a schedule for any project:
What other tips help you when building a project schedule that can apply to any project? |
Making Earned Value More Valuable
Categories:
Calculating Project Value
Categories: Calculating Project Value
| The most powerful — and most commonly misunderstood — measurement of project progress is earned value metrics, the way of measuring actual versus planned progress. "Earned value" is so attractive because the term conjures positive visions, emotions and expectations on what earned value metrics will do. But in reality, if a project manager does not measure and then present the metrics properly to project sponsors, the numbers can produce unpleasant mood swings, premature celebrations and raging arguments. I have found that project managers who successfully track project progress with earned value metric share a common practice: They allocate the same effort to the meaningful presentation of earned value and its implementation. Consider these basic tips for making earned value actually mean something: 1. Qualify activities that earn value. One of the quickest roads to failure is to include all project activities in determining earned value. This can set up the false indication of true progress by incorporating administrative tasks like the kick-off meetings, project status meetings and other activities that are not central to actual progress. To avoid misleadingly optimistic earned value, include only core items when determining earned value — for example, high- effort and -risk activities, and external dependency milestones. 2. Set standard earned value ranges. Another common trap in calculating earned value is allowing optimistic or downright untrue declarations of progress. You've all probably heard, "We are 99 percent complete, and all we have left to do is..." time and time again. To avoid this trap, set up conservative ranges of progress completion. For example, you may set a conservative percentage-complete tier of 75 percent if a deliverable is completed, and designate the remaining 25 percent to the approval process by the project sponsor. 3. Clearly communicate earned value to project sponsors. Speaking of project sponsors, one of my all-time favorite earned value moments occurred recently during the first progress status meeting. After several weeks of high expectations around earned value, the project manager stood up and said, "Our SPI is .92." Needless to say, this abbreviated report of the schedule performance index caused a long silence, puzzled looks and furrowed brows among project sponsors. Avoid such tense moments by communicating to project sponsors, in terms they understand, what earned value can and cannot do. Add relevance and context by combining earned value with other project readout content, and tailor your communications to sponsors through visualization techniques. For example, present a graph showing the schedule of planned value against the actual earned value of these deliverables for the project. Earned value can be one of the most powerful and revealing indications of true project progress — as long as it is properly determined and presented. How do you measure earned value? What are your tips in presenting earned value to project sponsors? |