Marguerite WilabyProgram Manager| OracleColorado Spgs, Co, United States
I've recently been surrounded by "PMs" who give project team members the list of tasks (in excel) that the PM has identified as needing to be done to accomplish the objectives. So far, these task lists have been insufficient and elementary (a reflection of the lack of the PMs experience).
In projects that I manage I do this in a much more engaging manner by talking to the resources who are the ultimate experts in understanding what tasks need to be accomplished. Then I sift and shake out a good project plan WBS that the team gave input to and reflects their expertise. This sure helps enroll the team as well.
Is there content on gantthead or that members can point me to that might help me soften and broaden the approach of these other PMs (before I go crazy!)? Saving Changes...
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Mark Price PerryBusiness Driven PMO Evangelist| BOT InternationalOrlando, Fl, United States
Hi Marguerite, great post and I think I speak for many of us when I say, "we feel your pain". Having been there and having known many others that have been there, bringing about the kind of improvement that you are talking about usually happens in one of three ways or simply not at all.
Top-down driven: If management agrees with your observations and is willing to do something about it, then that can be a very good outcome. With the right leadership, management, and direction improvements in project management can be made and sustained. But, an awareness of the problem and the value and commitment to fixing to problem has to be manifested. When this is done, it is truly wonderful. When leaders lead, followers follow.
Peer-to-peer driven: If the workplace culture and environment is conducive to it, there can be quite a bit of peer-to-peer and/or bottoms up improvement. A subject matter expert can share experience and knowledge with others can without management intervention can mentor others to higher levels of performance. Again, in the right setting, this can truly provide remarkable results, especially when others are motivated to improve. And of course in the wrong setting, there can be resistances to change and other mindsets that can result in a "teaching the pig to sing" experience.
Continuous Improvement driven: An approach that organizations of any size can use is to establish a continuous improvement culture. As part of your project management process (be that process formal or informal) establish continuous improvement as an on-going process or at least activity. Rather than simply noted lessons learned or documenting problems, take it a step further to (based upon the lesson learned or observed difficulty) prepare with the team and provide to management a "Continuous Improvement Recommendation" for their consideration and potential approval. A key benefit to doing this is that it enables the organization to systemically improve and perform at the highest level of SME skill, rather than a mix of skill levels from expert to something less than expert. Also, it enables the organization to immediately identify, comprehend, discuss, and make decisions about those areas that need marked and sustained improvement. Some organizations even tie bonuses to the participants for their contributions, recommendations, and efforts in bringing about the improvement. And, when this continuous improvement culture catches on, rather than feeling like you are about to go crazy, you and your colleagues will have a renewed and justified sense of enthusiasm.
In terms of the "task list" problem that you cited, I suspect that this is not the only problem in project management that those PMs and others are having. Though your approach developing the project plan WBS is superb, I suspect your real problem is far more than just how to soften and broaden this approach to the others PMs and encompasses many project management and related areas of knowledge and practitioner skill. And, even though such things as project management approaches, training, new tools, and management involvement may be needed (now or over time), most organizations simply can't stop the car to change the tires. And, in some cases, those that have suggestions and help to offer are viewed as nuisances as it is easier to deal with the messenger than the message.
If you can bring about change on your own via the peer-to-peer approach, then go for it. If you want to tee up with management the need to address this, that is also an option. But, even if it works, you will just have to go back to management the next time with the next problem. So, if you can introduce the notion of "Continuous Improvement" with management and with the team and get started with it, then you will have done far more than provide a fish to a hungry team, you will have taught them to fish. Of course, this assumes that they know they are hungry. For a quick read on establishing a culture of continuous improvement, have a glance at the following, short management brief entitled, "Continuous Improvement Management Brief: Establishing a Culture". Or, for a quick listen, you might check out The PMO Podcast: Episode 98 "Three Reasons to Have a Continuous Improvement Process Step". This is a short twelve minute podcast that discusses further this valuable approach.
Great post, I hope we hear and learn from others.
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Selva Saravana PuvananthiranDelivery Lead Senior Manager| Accenture Solutions Private LimitedChennai, Tamil Nadu, India
Thanks Mark for providing the link to the continuous improvement article. I completely agree that technology should help you solve a problem not hinder... Saving Changes...
George JucanManaging Partner| Organizational Perfomance Enablers NetworkWoodbridge, Ontario, Canada
Really good post from Mark, and I only want to add a some personal experience regarding bringing about behavioural change through peer-to-peer pressure (even if, looking at your profile, I would assume these PMs actually report for you so you could use a top-down approach as well). But stating directly to your PMs that they create incomplete schedules will create automatic resistance, and might be perceived as overstepping their authority.
In a similar case in the past I started a discussion over a coffee with a colleague of mine where I observed the exact same issue you’re dealing with. However, I focused the discussion on project members’ commitment and engagement in the project, and suggested their involvement in putting together the tasks list as a way to boost up their “ownership”. I actually used the example of involving my kids in creating the groceries shopping list - if they feel they were the ones adding something on the list it’s much more likely they will eat it, even if they’re not crazy about it.
While not tackling directly the issue but “influencing” my colleague the situation significantly improved: he started to work with senior technical staff to create the tasks list together, which made the staff feel appreciated and involved, therefore their commitment to the project increased significantly. The PM also maintained and actually increased his self-esteem because he was “doing the right thing” for the team, and it took couple of months but eventually he started to trust the team more and more. And the tasks lists were better and better as they worked together.
All in one the objective was achieved without ever mentioning that the initial starting point was less than satisfactory. Now, was I wrong to not mention what was the real issue and practically “manipulate” him into doing the right thing? I don’t know, this moral dilemma I never solved. I guess that as long as he has not forced into anything that would do him wrong it’s probably OK, but it’s also true that I wasn’t completely truthful with him either.
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Wayne MackRetired| RetiredSouth Riding, Va, United States
I think the problem here may be as much one of influence as task definition techniques. I would recommend a technique proposed by Steven Covey in "The Seven Habits of Highly Effective People", "Seek first to understand, then to be understood."
Speak to the other PMs and try to understand what they may be trying to accomplish and why they are using their techniques. Learn the challenges that they are facing and then you can recommend improvements.
As a shot in the dark, the other PMs may be trying an approach known as Scrum. This uses high-level task descriptions often maintained in Excel, though it should not be the PMs defining the tasks. For more information, Ken Schwaber has published two books, "Agile Software Development With Scrum" and "Agile Project Management with Scrum". For free information, try an Internet search on the words (not phrase) "Scrum Software Development".
I have usually found it most productive to influence someone slowly by addressing the issues he is facing at the moment. I also have to accept that the other person is unlikely to ever fully duplicate what I have chosen to do. Speak with the other PMs and learn where they are facing difficulties. Accept that they will only make minor changes over time and not instantly make a major change. This is usually the best way to influence others over the long term.
