Project Management

Benefits with Risk

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Risks are all over your project, from the birth of the idea to completion. Maximize benefits with true risk management of your project. In this blog, I bring ideas, some basic level of knowledge on key project subjects. I try to have everything identical in English and French.

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The Missing Interview - Entrevue Manquante

En francais🇫🇷
🇬🇧English Here🇺🇸

We all have to go through an interview. We all had an interview for a position, mostly many, sometimes for the same job. You may have also participated in another type of interview for a departure, either by choice or for decreases of work.

We do interviews before hiring a new person to find out more about the individual, their skills and abilities. We are looking for certain skills, a link with the organization, complementarity with the team.

At a departure often an interview will be conducted. We are looking for feedback on the organization. It seems that this type of interview gives positive comments. Many people prefer not to close doors in case of a return to the organization.

Between the two moments, you will probably have evaluation meetings also called performance interviews. This meeting will be used to assess whether you have fulfilled the objectives assigned to you.

During my recent readings, I encountered another type of interview. Each author, in a different context, presents a similar concept of interview with a more or less similar name. All spoke of interviewing of satisfaction, motivation or interest. During this interview, we seek to understand what is the motivation of the individual. It will be necessary to decode the points of satisfaction and non-satisfaction. It will be possible to discover his strengths. But this is absolutely not a moment for evaluation considerations.

The goal is clearly far from an evaluation, it is rather to see what will keep them in the organization, maintain or increase satisfaction, involvement and motivation. It might even be an opportunity to understand how to help get the most out of everyone. In the current context, people are the most important resource in the company or project.

It is a special time to identify what motivates each individual and what can be improved by the project or organization. This kind of meeting will tell you how to invest well in the motivation of your team.

• Want to get the full potential of each person on your team?

• What is the tolerance to lose people in your team?

 

References

Be a Project Motivator : Unlock the Secrets of Strengths-Based Project Management, by Ruth Pearce

Staying Power : Why Your Employees Leave and How to Keep Them Longer, by Cara Silletto

Drive : The Surprising Truth About What Motivates Us by Daniel H. Pink


🇫🇷

Nous devons tous passer des entrevues. Nous avons tous eu une entrevue pour un poste, pour la plupart plusieurs, parfois pour le même poste. Vous aurez peut-être aussi participé un autre type entrevu celle d’un départ, que ce soit par choix ou pour des diminutions de travail. 

Nous faisons des entrevues avant d’engager une nouvelle personne, pour en savoir plus sur l’individu, ses compétences et aptitudes. Nous recherchons certaines compétences, un lienavec l’organisation, la complémentarité avec l’équipe.

Lors d’un départ souvent une entrevue sera réalisée. On recherche des retours d’informations sur l’organisation. Il semble que ce type d’entrevue donne plutôt des commentaires positifs. Beaucoup de personnes préfèrent ne pas fermer de porte, en cas d’un retour dans l’organisation.

Entre les deux moments, vous aurez sans doute des rencontres d’évaluations aussi appelées entrevues de performance. Cette rencontre servira à évaluer si vous avez bien rempli les objectifs qui vous ont été attribués.

Lors de mes lectures récentes, j’ai rencontré un autre type d’entrevue. Chacun des auteurs, dans un contexte différent, présente une entrevue de concept similaire ayant un nom plus ou moins similaire. Tous parlaient de faire des entrevues de satisfaction, de motivation ou d’intérêts. Lors de cette entrevue, on cherche à comprendre ce qui est la source de motivation de l’individu. Il faudra décoder les points de satisfactions et de non-satisfactions. Il sera possible de découvrir ses forces. Mais ceci n’est absolument pas un moment pour des considérations d’évaluation. 

L’objectif est clairement loin d’une évaluation, c’est plutôt de voir ce qui permettra les conserver dans l’organisation, de maintenir ou augmenter la satisfaction, l’implication et la motivation. Ce pourrait même être une occasion de comprendre comment contribuer à obtenir un maximum de chacun. Dans le contexte actuel, les personnes sont la ressource la plus importante dans l’entreprise ou dans le projet. 

C’est un moment privilégié pour identifier ce qui motive chaque individu et ce qui peut-être amélioré par le projet ou l’organisation. Ce genre de rencontre permettra de bien investir dans la motivation de votre équipe.

 

·      Souhaité vous obtenir le plein potentiel de chacune des personnes de votre équipe?

·      Quelle est la tolérance à perdre des personnes dans votre équipe?

 

Références

Be a Project Motivator : Unlock the Secrets of Strengths-Based Project Management, by Ruth Pear

Staying Power : Why Your Employees Leave and How to Keep Them Longer, by Cara Silletto

Drive : The Surprising Truth About What Motivates Us, by Daniel H. Pink

 

 

Posted on: September 10, 2019 07:33 AM | Permalink | Comments (4)

The proposal - La proposition

Also in French🇫🇷

Following the decision to go ahead of the Go / NoGo. The proposal requires a serious analysis of the risks and opportunities for the company to complete the project and the expected benefits.

A deeper analysis concerns the customer, several questions imply it. One of the first should validate our past experience with this client or lack of experience in each case the associated risks. If we have already completed projects for this client, do we have a record of these projects and information about payment deadlines, change requests? Information that will be used during the preparation of the proposal. Your organization potentially has a registry documenting some key criteria for your customers. Other information may exist from credit agencies.

A call for tenders is never perfect. You may be able to ask for clarifications, which is usually the case. Eventually, you will have to make some assumptions to prepare your response to the tender. Assumptions will create risks, start documenting them.

It will be necessary to produce an estimate of the time of completion and all the associated costs. Depending on the size of the project, teams from several company groups may be involved. Each of the sub-units will be tempted to keep a certain margin, the maturity of your organization can influence this practice. You do not want to have hidden safety margins in each level of your proposal without knowing it. You may not be competitive anymore.

Depending on the type of project, you will have the equipment and/or subcontractors to be used. They will make their proposals. This evaluation must be done in parallel with yours, you do not want to have as sole information that of your subcontractors or suppliers.

Depending on the nature of your project, you will be involved with the seasons. This is important information, make sure that it is well indicated in your proposal. Some portions that can't or should be done during a frozen period, for example. Be clear. 

(To be continued)


🇫🇷

Suite à la décision d’aller de l’avant du Go/NoGo. La proposition requiert une analyse sérieuse des risques et des opportunités pour l’entreprise de réaliser le projet et des bénéfices prévus.

Une analyse plus approfondie concerne le client, plusieurs questions l’impliquent. Une des premières, devrait valider notre expérience passée avec ce client ou l’absence d’expérience dans chacun des cas les risques associés. Si nous avons déjà réalisé des projets pour ce client, possédons-nous un registre de ces projets et des informations concernant les délais de paiement, les demandes de changement ? Des informations qui nous serviront lors de la préparation de la proposition. Votre organisation dispose potentiellement un registre documentant certains critères clefs de vos clients. D’autres informations existent peut-être par des agences de crédit.

Un appel d’offres n’est jamais parfait. Vous pouvez peut-être demander des clarifications, c’est généralement le cas. Éventuellement, vous aurez à faire certaines hypothèses, pour bien préparer votre réponse à l’appel d’offres. Les hypothèses créeront des risques, commencez à les documenter.

Il faudra produire une estimation du temps de réalisation et de l’ensemble des coûts associés. Selon l’envergure du projet, des équipes de plusieurs groupes de l’entreprise pourraient être impliquées. Chacune des sous-unités sera tentée de se garder une certaine marge, la maturité de votre organisation peut influencer cette pratique. Vous ne souhaitez pas avoir des marges de sécurité cachées dans chacun des niveaux de votre proposition sans le savoir. Vous risquez de ne plus être compétitif.

Selon le type de projet, vous aurez du matériel et/ou des sous-traitants qui seront utilisés. Ils vous feront leurs propositions. Cette évaluation doit être faite en parallèle avec la vôtre, vous ne voulez pas avoir comme seule information celle de vos sous-traitants ou fournisseurs.

Selon la nature de votre projet, vous serez impliqué par les saisons. C’est une information importante, assurez-vous que c’est bien indiqué dans votre proposition. Certaines portions qui ne peuvent pas ou doivent être effectuées en période de gel, par exemple. Soyez clair.

(À suivre)

Posted on: August 07, 2019 07:30 AM | Permalink | Comments (3)

Call for Tenders -2 - Appel d'offres

Version en francais🇫🇷

In a previous “post”, I started with this statement.

“It is known in bidding, you always have to award the contract to the lowest bidder. This explains the poor quality of the work.

In fact, the poor quality of work is rather explicable by two factors controlled by the organization that makes the call for tenders and not the winning bidder.”

I was on the legal side. In the tender documents, it is important not only to mention which laws apply, among others, those of your country or region. In some cases, the laws of a third country are used. It is desirable to clearly specify all the processes surrounding cases of bad agreement. Do you want to use an arbitration mode, so who will choose the referee? And when? The arbitration will be final or there will be the possibility to challenge in court and in which court? Local or international.

Do you wish to have some form of security as to the complete fulfillment of the mandate? If so, in what forms: insurance, bail, etc.

The key members of the achievement team, you can require the proposal to have the CVs of these people. A penalty can also be associated with their unavailability.

Obviously, the winner of the tender will be paid. Many methods exist, I will not go around here. How will the payments be made? Again, there is no one approach. Is a sufficient amount kept until the contract is completed to the satisfaction of your company? This amount will be returned on final delivery or after commissioning.

Will the product of the call for tenders have a guarantee of durability or performance? A simple and common example, think about the reasonable life of roads or markings on the roads. Is it normal to have to repair or redo them before their first birthday? You must specify it, your bidders will be indebted to it, it would even be possible for you to retain the last amount until this period.

Before ending this overview of the tenders. Two often underutilized tools are bonuses and penalties. Each is a powerful tool to meet the dates of commissioning.

Some very public examples exist. For the bonus, I’m thinking of rebuilding a highway in California, the contractor had gotten millions of dollars for delivering more than a week in advance. You may have cases to share.


En francais 🇫🇷

Dans un précédent « post », j’ai commencé avec cette affirmation.

« C’est connu lors des appels d’offres on doit toujours accorder le contrat au plus bas soumissionnaire. C’est ce qui explique la pauvre qualité des travaux.

En fait, la pauvre qualité des travaux est plutôt explicable par deux facteurs contrôlés par l’organisation qui fait l’appel d’offres et non pas le soumissionnaire gagnant. »

J’en étais au volet légal. Dans les documents d’appel d’offres, il est important non seulement de mentionner quelles sont les lois applicables, entre autres, celles de votre pays ou de votre région. Dans certains cas, on utilise les lois d’un pays tiers. Il est souhaitable de bien préciser l’ensemble des processus entourant les cas de mauvaise entente. Désirez-vous utiliser un mode d’arbitrage, alors qui choisira l’arbitre ? Et quand ? L’arbitrage sera final ou il y aura la possibilité de contester en cour et dans quelle cour ? Locale ou internationale.

Souhaitez-vous avoir une forme de sécurité quant à la bonne réalisation complète du mandat ? Si oui, sous quelles formes : des assurances, une caution, etc.

Les membres clefs de l’équipe de réalisation, vous pouvez exiger dans la proposition de présenter les CV de ces personnes. Une pénalité peut aussi être associée à leurs non-disponibilités.  

Évidemment, le gagnant de l’appel d’offres sera rémunéré. Bien des méthodes existent, je n’en ferai pas le tour ici. Comment seront établis les paiements ? Là encore, il n’y a pas qu’une seule approche. Est-ce qu’un montant suffisant est gardé jusqu’à ce que le contrat soit complété à la satisfaction de votre entreprise ? Ce montant sera remis à la livraison finale ou après une mise en service.

Par la suite, le produit de l’appel d’offres aura-t-il une garantie de durabilité ou de performance ? Un exemple simple et fréquent, pensez à la durée de vie raisonnable des routes ou des marquages sur les routes. Est-ce normal de devoir les réparer ou les refaire avant leur premier anniversaire ? Vous devez le spécifier, vos soumissionnaires en seront redevables, il vous serait même possible de retenir un dernier montant jusqu’à cette période.

Avant de terminer ce survol des appels d’offres. Deux outils souvent sous-utilisés soient : les bonus et les pénalités. Chacun est un outil puissant pour respecter les dates de mise en service. 

Quelques exemples très publics existent. Pour le bonus, je pense à la reconstruction d’une autoroute en Californie, l’entrepreneur avait obtenu des millions $ pour avoir livré plus d’une semaine d’avance. Vous avez peut-être des cas à partager.

 

Posted on: July 23, 2019 01:31 PM | Permalink | Comments (0)

Automation, AI - How could they affect you?

In a recent study "Automation and Artificial Intelligence: How machines are affecting people and places". Some interesting information is available. 

The jobs that seem to have more potential for automation are the one that doesn't require a Bachelor's degree.  Not that surprising.

Project management does not specifically name, some close relatives will be "Management" and "Business" with a relatively low level of automation. 

Some jobs in project management will be affected, more specifically "Administration" that doesn't require a bachelor degree.

Other jobs that are identified will be more specific by industry.

Some interesting information.

The study was made for the USA only, love to see WW study

 

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Study available - https://www.brookings.edu/research/automation-and-artificial-intelligence-how-machines-affect-people-and-places/

related in HBR May-June 2019 paper issue, p26 there is an interesting graph about the study.

Posted on: April 18, 2019 08:29 AM | Permalink | Comments (7)

Powerful Form of Professional Development

Continuous education comes in many shapes, forms and flavours. We now have so many ways to learn. We all share one goal, increases our value by additional knowledge. 

Since childhood, we have been learning. First by listening and looking at others and doing the same, our first step, our first word. We have increased our way of learning since that age. What are the other forms of learning?

The first that comes to mind is formal classroom education. The education format most of us experience since 1st grade. Where one teacher would talk to a group of students. Those classrooms could be from a few people to a few hundred in higher degrees. You may have experienced it also for specialized training, seminars or conferences.

Then there is a series of ways we learned, by coaching, mentoring, e-learning, communities of practice. Just to name some of those we all have been exposed to.

Recently I was invited to a book launch by a friend, the co-author. The book “Collaborer et agir - Mieux et autrement” was presented, it would translate to “Collaborate and act—better and otherwise.” The event was not only that the book was launched, but some simulation of co-development was proposed for a better understanding of the kind of learning that the book promoted.

So I was exposed to a different format call, “Professional Co-development”. Developed in the 1990s by Adrien Payette and Claude Champagne from Montréal, Québec. It seems to be taking more and more places. The approach was to valorize experience and use the multiplying strength of a small group.  

I don’t plan to fully explain the extent of this training approach here. But here are a few key parts.

How is the group form?

A small group of people is formed, less than 8 is suggested, with an animator/facilitator. They will have meetings at a regular frequency, once or twice a month or other agree on frequency. The meeting duration is a few hours, long enough to have a complete discussion on the subject chosen by the “client”, typically 3–4 hours. Those meetings need to place each participant as the “client” at one time, so it could take close to a year.

All is governed by some rules. The first is trust, so that can influence the group creation. The content of the meeting needs to be confidential. Participants need to be willing to share an experience.

So, the group can be formed by Project Manager involved in different projects. It could also be a mix of various managing people in a single project. 

How is it done?

In turn, each participant takes the demanding role (client) explaining what it is they want to improve/solve for the meeting. The other members of the group would then act as “consultants” to help solve the problem presented or in improving the aspect of the practice that was identified by the “Client”. Not to forget, there is a facilitator to ensure positive group dynamics.

The meeting agenda is composed of 7 steps clearly defined. That is the role and responsibility of the facilitator, to follow the steps and respect the time-space.

Benefits?

Like any other form of training, there are multiple. Some that I found the most interesting are the team building, for the organization. Learn how to better ask questions and listen to the answer. Since the problems presented are real, the solution finding principle is very valuable.

That simple?

No, not really, many books were written first by the coauthor of the approach and then a few others. It is a well-organized type of training that includes many rules and steps all well documented.

That was just to get you exposed to this training concept, “Professional Co-development”. This is far from a complete explanation. Hope you discover the basis of this innovating approach to learning.

Posted on: April 10, 2019 09:21 AM | Permalink | Comments (9)
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